[May 13, 2026] Over several decades, I had the privilege of closely observing highly effective leaders across U.S. and foreign militaries. I studied what enabled them to accomplish demanding missions under pressure and deliberately worked to adopt their approaches. A clear pattern emerged. The following traits and behaviors consistently predicted superior military performance.
-
Intelligence
Higher intelligence, as measured by IQ, strongly correlates with leadership success. More intelligent officers tend to process complex information faster, anticipate problems, and devise better solutions.
That said, intelligence alone does not guarantee success. Highly intelligent individuals sometimes fall into narcissism or over-intellectualization, which erodes their ability to make timely decisions and communicate clearly. Raw cognitive power must be paired with humility and practical judgment.
-
Conscientiousness
Conscientiousness is one of the most reliable predictors of performance in military and civilian settings alike. It consists of two main facets: orderliness (preference for structure and planning) and industriousness (drive and work ethic). Industriousness is the stronger driver of long-term achievement.
While genetics play a significant role, conscientiousness can be meaningfully improved through deliberate micro-habits. Establish clear goals, create systems to achieve them, and accept the necessary sacrifices. A well-defined personal vision and disciplined planning dramatically increase the odds of sustained success.
-
Social Networks
The military is an intensely social organization. The best leaders excel at building, maintaining, and leveraging strong professional networks. This does not mean schmoozing or seeking popularity. It means deliberately surrounding yourself with competent, high-character people across multiple domains and investing in genuinely reciprocal relationships.
Extroverts often have a natural advantage here, which helps explain why many successful military leaders (and leaders in other fields) score higher on extraversion. A robust, high-quality network provides information, support, and opportunities that no single individual can generate alone.
-
Willingness to Develop Skills at the Edge of Competence
Elite leaders understand that mastering any meaningful skill requires repeated early failure. They are not deterred by initial incompetence. Perfectionists, by contrast, often avoid new challenges because they fear looking bad, which ultimately limits their growth.
Great officers stay disciplined, maintain high standards, and continuously operate at the frontier of their abilities—where mistakes are possible and even likely. They accept short-term discomfort and occasional failure as the price of long-term mastery.
-
Deep Personal Interest and Intrinsic Motivation
Successful leaders willingly sacrifice parts of their personal lives for a larger purpose. They sustain performance through tragedy, fatigue, and setbacks because they are driven by strong internal interests aligned with their mission.
Interest fuels motivation. Motivation sustains resilience. The most effective leaders connect their daily work to something greater than themselves—service to their country, their unit, and the society they defend. This sense of purpose turns sacrifice into meaning and transforms endurance into commitment.
Final Thought
No single trait guarantees success, but the combination of these five factors creates a powerful advantage. Intelligence and conscientiousness provide the foundation, social networks multiply your reach, deliberate skill development keeps you sharp, and deep interest supplies the fuel to persist when others quit. Cultivate these qualities intentionally, and you will dramatically increase your effectiveness as a military leader.
NOTE: Thumbnail is of Brigadier General Robin Olds, U.S. Air Force (a Colonel at the time of the photo).
————
Please read my books:
Main point, I think, is that is no one trait that ensures leadership success. That’s a takeaway we should not forget.
While intelligence is one of the highest predictors of “successful” leadership, indeed, it can lead to the “downfall” of leaders as well. We’ve seen this often. We’ve also seen that the weak among us are jealous of success and attack our leaders, and leaders who are highly intgelligent sometimes do not know how to handle jealousy from those who report to them as an employee.
Good points, Nick. I’m impressed by those here who make worthwhile comments about Gen. Satterfield’s articles. This one is a spin-off of his thinking on what it takes to be a good leader. Like his book “55 rules for a good life,” maybe he could write a book titled, “55 rules for good leadership.” Now that is a great suggestion, and I”m glad I made it. ha ha ha
Sir, your warm, honest look at what the predictors of military success obviously translates into success for anyone who would be in a position to lead more than one person. I know, in my congregation, we have those who are strong, those struggling (for various legitimate reasons), and everyone in between. I love them all, as Jesus loved his flock of believers, as well as those who struggled to believe. Thanks to you, Gen. Satterfield for these articles, as they are a quick morning read for me. I often pass your messages along to those I know and those I keep with me as a bolster to my sermons. Let us now honor our Law Enforcement Officers, every day, not just Police Week, but also prayers to those who have been lost in the line of duty. 🙏