12 Biggest Mistakes General Officers Make

[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.

1. Believing they are exempt from the rules and cherry-picking rules to disregard or enforce.
2. Being biased through political influence – Democrat or Republican – and attempting to sabotage or support actively campaigning politicians.
3. 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.
4. 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.
5. 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.
6. 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.
7. 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.
8. Physical or mental health-related problems that interfere with the performance of their job, or with the job of others.
9. 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.
10. 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.
11. Improper or illegal release of classified information. At various levels.
12. 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:

1. “55 Rules for a Good Life,” on Amazon (link here).
2. “Our Longest Year in Iraq,” on Amazon (link here).