[May 19, 2026] As a General Officer in the U.S. Army, I witnessed many self-inflicted mistakes made by fellow generals. This article is about those mistakes. Six years ago, I wrote a similar piece on the mistakes junior officers commonly make. There are some clear similarities.
First, I want everyone to understand that my comments here combine personal observation with historical data from the U.S. Army’s studies of senior officer leadership. I believe the patterns observed among Flag Officers apply equally to the other services.
The most common mistake made by General Officers—one that is most likely to result in them being relieved or fired—is a “loss of confidence” in their ability to lead. This military term covers a wide range of behaviors that essentially amount to conduct unbecoming an officer. I will address several of those here. (Note that the first item below was number 7 on my earlier junior officer list.) I don’t think many who have served would disagree with any of these.
- Believing they are exempt from the rules and cherry-picking rules to disregard or enforce.
- Being biased through political influence – Democrat or Republican – and attempting to sabotage or support actively campaigning politicians.
- Inability to command. Most General Officers have already proven themselves as commanders. However, larger and more complex units are a magnitude more difficult, and some senior officers are just not up to the task. Those who fail quickly are often promoted to lower grades without the requisite experience.
- Failing to apply military operational or strategic concepts to their job. Many simply cannot think strategically, and are often sensitive to those who question their actions.
- Sexual misconduct or personal misconduct (about 30% of the cases). This one is classic. Men in positions of authority attract women, and that is just a human element of our relationships.
- Policy disagreements. All military officers serve at the pleasure of the President of the United States. If they disagree with his policies, then they should make that disagreement known and then support the President. If they cannot do so, then their only recourse should be to resign immediately. A recent example is the implementation of DEI policies.
- Making decisions from which they personally gain. Corruption in senior officers does exist, and it is hard to prove, but too many fall into that trap.
- Physical or mental health-related problems that interfere with the performance of their job, or with the job of others.
- Displays of poor judgment and a lack of anticipating major events. There will always be black swan events, but many problems requiring U.S. military intervention should be anticipated and plans made.
- Failing to keep the chain of command and subordinate units informed on a timely basis, resourcing them to complete such a mission, or providing the proper guidance.
- Improper or illegal release of classified information. At various levels.
- Speaking to the press with the express purpose of undermining the good order and discipline of the Army.
BONUS: Vision, decisiveness, integrity, strategic thinking, resilience are lacking.
There are certainly more, but I will stop at twelve.
Where this list overlaps most with my earlier junior officer article is in the fundamental requirements of proper attitude, honor, integrity, and loyalty to those around you. Be humble. Be kind. Be ready to be the strongest person in the room when hard, timely decisions must be made.
Not everyone can become a General Officer. Only about one-half of one percent of those who serve ever reach such a senior rank. Some choose to leave for better opportunities in the private or public sector. For those who stay and make the military a career, every position is a test: Can they do the job exceptionally well, excel in their role, and take care of their Soldiers along the way?
In my last assignment, I commanded a unit of 13,000 Soldiers and civilians. I was also dual-hatted, responsible for Engineer forces on the other side of the world, and served as a liaison with the First South Korean Army. That role required extensive and frequent travel, which takes a significant toll on the body and mind. Most officers who held those same positions struggled with the daily pressure and the demand to make sound decisions under constant strain.
But that is exactly what General Officers are expected to do.
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Please read my books:
I’ve seen many bit the dust simply because they were unable to envision or work in a strategic environment. They remain tactically oriented only and cannot see the big picture. That is a death knell to them.
Good to see you back, “Red!”
Gen. Satterfield delivers another no-nonsense assessment of what undermines our senior military leaders. Conservatives have long warned that US Army Generals who believe they are above the rules quickly erode good order and discipline. Political bias, especially the woke variety, has no place in uniform and destroys trust in the chain of command. True leadership demands strategic thinking and the courage to reject harmful policies like DEI instead of quietly going along. Officers who engage in sexual misconduct or personal corruption betray the trust placed in them by the American people. When Flag Officers cannot command effectively at higher levels, our troops and national security suffer the consequences. Policy disagreements should lead to honorable resignation, not leaks or public undermining of the President. Speaking to the press to advance personal agendas or damage unit morale is outright disloyalty. Our military thrives on timeless virtues: integrity, humility, decisiveness, and loyalty to mission over self. Too many Flag Officers today chase personal gain or ideological approval rather than victory. Strong families, moral character, and reverence for tradition remain the best foundation for producing great leaders. Restoring accountability and merit-based promotion is essential if we want a military that wins wars again. Thank you, General, for speaking these hard truths.
Good one, Gen. Satterfield. I had an inkling that CEOs fall into similar traps.
I’m happy that Gen. Satterfield wrote this article, which I missed yesterday when it came out. I spent plenty of time in the US Army – just like Gen. Satterfield – and I find that the “biggest mistakes” shown here are common among just about anyone in any rank, male or female. And that does say something about them. I hate to say it but there are low IQ level and those with low emotional control who are more quickly caught in violating the most obvious rules. Often these are the ones who were promoted before they had the necessary proven experience and good judgment to succeed in a higher office. Classic case are women and blacks who are promoted early simply because the “brass” wanted to show how “good” the Army was. These people often failed in one way or another; often by making poor decisions. And many of them thought they were the very best and brightest while that was clearly not the case. Thanks again, Gen. Satterfield.
If they do these things, then they need to be ready to remove the stars from their collar and throw them away in the trashcan. ⭐️⭐️⭐️⭐️🪣
Generals dodging rules like they’re optional. Stars don’t shield bad judgment. Politics poisons command faster than IEDs. Strategy? Some skip it for selfies. Sex scandals claim another 30%. Policy gripes? Resign or zip it. Personal gain corrupts the brass. Poor foresight invites black swans. Info hoarding starves the troops. Leaks sink ships and careers. Humility saves more flags than hubris ever will.
Ha, Doc, kinda weird writing but I get the point. 🫡
Why all of a sudden do we see these “Flag Officers” getting caught doing such stupid things? What is going on in their brain, when they know full well that what they are doing clearly violates military and lawful rules of behavior. Some are just crazy liberals and they don’t care, but the rest? Stupid is as stupid does.
Gen. Satterfield’s article nails the common pitfalls for general officers. Leaders must follow the rules without exception. Political bias undermines trust and mission focus. Command ability at higher levels requires constant growth. Strategic thinking separates effective generals from failures. Personal misconduct destroys careers quickly. Policy disagreements demand resignation if unresolved. Poor judgment leads to avoidable crises. Overall, humility and integrity remain essential for success.
💯 I agree. And them thinking they are above the military rules gets them in trouble. But, I have to say that this idea that you are better than those who work for you is a pitfall many fall into.
OUCH ….. THEY ARE HUMAN TOO