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Attributes and Competencies; Presence

By: Tashina Tupa’i

Advanced Leader Course Class 25-009

SFC Richardson

June 16, 2025

The Army Leadership Requirements Model (LRM) identifies three attributes; character, presence, intellect and three core competencies; leads, develops, and achieves (Department of the Army, 2019) and each one of which matters. Character defines our moral strength. Intellect keeps us sharp and enables us in the decision-making and problem-solving process. Leads inspire actions, develops builds team and achieves focuses on getting the mission done. However, none of these can function without presence. Presence is the attribute that your soldiers can see, feel and respond to in real time. It builds trust and shows consistency. A leader can have strong character, but if they do not “walk the talk,” their integrity is questionable. A leader can be intellect, but if they cannot project confidence and stability, their influence is weakened. Presence is what gives leadership its power. It is the attribute that gives leadership substance in the eyes of those who serve under you. This paper examines why Presence is essential in the Army Leadership Requirements Model and explores how Presence is the foundation that empowers all other leadership traits to matter through examples from personal experience, and chosen respected leaders will show how Presence builds trust, strengthens connections, and inspires soldiers to follow.

Army Doctrine Publication (ADP) 6-22 states that presence includes military and professional bearing, fitness, confidence, and resilience (Department of the Army, 2019). These things affect how Soldiers see their leaders. A leader can have good ideas and a strong sense of right and wrong, but if they do not show up with conviction and strength, especially when things get tough, those ideas will not work. Consistency, not a speech or a spotlight, makes someone present. It shows in how a leader stands in front of their formation, talks to their soldiers, and deals with problems. Being available in mind, body, and spirit is what it is all about. You cannot fake that kind of leadership; when it is done right, it leaves a mark. I have seen how being there for your soldiers in tough times can mean more than any mission.

Presence is not about making speeches or being in charge. It is about being the leader who shows up in the smallest, humanly possible ways. It is staying late in the motor pool, not because you must but because your soldiers are out there, and you would not let them do it alone. It is noticing and taking the time to check on your soldier who is struggling, even when the mission demands urgency. I recall, during one field training exercise, my team was worn out. Our equipment failed, time was against us, the morale was low and everything that could go wrong did. I could have just stood back and kept telling them what needed to be done. Instead, I grabbed my gloves and just went to work. That changed the tone and eased tension. They stopped complaining, their mood shifted, and they kept pushing. I did not have to say much. Just being there said more than what needed to be said. In that moment, I realized that when a leader shows up physically and emotionally, it is about being reliable when they needed me.

General Norman Schwarzkopf once said,  “Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy” (Schwarzkopf & Petre, 1992). That hit me hard. We are trained to plan, prepare, and execute in the Army. However, when it matters most, presence, honesty, and dependability can do what strategy never will. It gives soldiers the courage to keep going. That statement alone shows how much he valued presence over technical skills. He made it a point to be visible to his troops. He did not just command from a distance. He walked among his soldiers, listened to them, and showed them he was there. His presence gave his troops confidence and calm because they saw that their leader was willing to face the same risks they were. That visibility and engagement made his orders meaningful and his leadership unforgettable.

Retired Sergeant Major of the Army Michael Grinston’s legacy  “This Is My Squad” initiative, challenged leaders to truly know their Soldiers, not just lead them (Lacdan, 2020). Not because it is policy, but because that is how trust is built. Trust starts with being present not occasionally but every day, in the grind and chaos. His initiative was deeply rooted into proving that being present is not about just showing up to formations or work call every day, but as a leader, you also need to be invested in the soldiers you lead.

"The day Soldiers stop bringing you their problems is the day you have stopped leading them"(Powell, 1995). General Colin Powell made this statement to warn leaders who distance themselves or appear unapproachable to their soldiers. Powell knew that presence creates approachability, and approachability builds trust. Powell led by making himself being available to his soldiers so they could trust him. It was not because of his rank but because he made them feel heard and supported. Respect, humility, and service were important to Powell's leadership style; these are traits that only make sense when a leader is present. General Colin Powell was able to lead both in the military and civilian life because he was smart and had a presence that inspired people of all ranks, cultures, and beliefs.

General Dwight D. Eisenhower's speech the night before the D-Day invasion is one of the best examples of presence in leadership. He did not give a loud speech or a dramatic order the night before D-Day. Instead, he quietly walked among the troops, preparing for the invasion. He shook hands with them, looked them in the eye, and said a few words, but mostly, he just stood with them. That one action gave soldiers more confidence than any speech ever could (Ambrose, 1994). Eisenhower's quiet presence let his troops know their leader was with them, not above them. He knew that being there for someone when they were scared or unsure was more important than words. He did not walk among the troops because it was the right thing to do; he did it to connect with them and to show courage.

In conclusion, while some leaders speak with their voices, others speak with their presence. I have worked with leaders whose calm, collected demeanor kept our team together during chaotic situations, not because they gave orders but because their manner fostered direction and trust. Being physically present is only one aspect of presence; another is being emotionally and cognitively involved when your soldiers need you the most. It is what turns being a leader into a mission. The most important quality among all the others in the Army Leadership Requirements Model is presence. Without it, missions lose their purpose, intelligence is ignored, and character is invisible. No matter how much knowledge they possess, a leader who is not present is like a compass without a needle, and they cannot lead. A genuine and consistent leader gains followership, motivates work, and establishes trust that endures beyond any mission or task. For this reason, being present is not a choice. It is a necessity. Take the lead. Show up in more than just your uniform. Be the rock your soldiers need by showing up and remaining steadfast. In this essay, I have shown how presence connects all the important leadership qualities in the Army Leadership Requirements Model. Presence brings character, intelligence, and action to life by building trust through consistent behavior and leading with confidence when things get tough. It is what builds loyalty, boosts morale, and gives orders meaning. That is why being present is more than just a leader trait; it is what makes a leader.

References

Ambrose, S. E. (1994). D-Day: June 6, 1944: The climactic battle of World War II. Simon & Schuster.

Department of the Army. (2019). Army leadership and the profession (ADP 6-22). Headquarters, Department of the Army. https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN20039_ADP%206-22%20FINAL%20WEB.pdf

Lacdan, J. (2020, January 31). SMA to Soldiers: “Understand the people around you.” U.S. Army. https://www.army.mil/article/232263/sma_to_soldiers_understand_the_people_around_you

Powell, C. L. (1995). My American journey. Random House.

Schwarzkopf, H. N., & Petre, P. (1992). It doesn't take a hero: The autobiography of General H. Norman Schwarzkopf. Bantam Books.

2

Attributes and Competencies; Presence

By: Tashina Tupa’i

Advanced Leader Course Class 25-009

SFC Richardson

June 16, 2025

The Army Leadership Requirements Model (LRM) identifies three attributes; character, presence, intellect and three core competencies; leads, develops, and achieves (Department of the Army, 2019) and each one of which matters. Character defines our moral strength. Intellect keeps us sharp and enables us in the decision-making and problem-solving process. Leads inspire actions, develops builds team and achieves focuses on getting the mission done. However, none of these can function without presence. Presence is the attribute that your soldiers can see, feel and respond to in real time. It builds trust and shows consistency. A leader can have strong character, but if they do not “walk the talk,” their integrity is questionable. A leader can be intellect, but if they cannot project confidence and stability, their influence is weakened. Presence is what gives leadership its power. It is the attribute that gives leadership substance in the eyes of those who serve under you. This paper examines why Presence is essential in the Army Leadership Requirements Model and explores how Presence is the foundation that empowers all other leadership traits to matter through examples from personal experience, and chosen respected leaders will show how Presence builds trust, strengthens connections, and inspires soldiers to follow.

Army Doctrine Publication (ADP) 6-22 states that presence includes military and professional bearing, fitness, confidence, and resilience (Department of the Army, 2019). These things affect how Soldiers see their leaders. A leader can have good ideas and a strong sense of right and wrong, but if they do not show up with conviction and strength, especially when things get tough, those ideas will not work. Consistency, not a speech or a spotlight, makes someone present. It shows in how a leader stands in front of their formation, talks to their soldiers, and deals with problems. Being available in mind, body, and spirit is what it is all about. You cannot fake that kind of leadership; when it is done right, it leaves a mark. I have seen how being there for your soldiers in tough times can mean more than any mission.

Presence is not about making speeches or being in charge. It is about being the leader who shows up in the smallest, humanly possible ways. It is staying late in the motor pool, not because you must but because your soldiers are out there, and you would not let them do it alone. It is noticing and taking the time to check on your soldier who is struggling, even when the mission demands urgency. I recall, during one field training exercise, my team was worn out. Our equipment failed, time was against us, the morale was low and everything that could go wrong did. I could have just stood back and kept telling them what needed to be done. Instead, I grabbed my gloves and just went to work. That changed the tone and eased tension. They stopped complaining, their mood shifted, and they kept pushing. I did not have to say much. Just being there said more than what needed to be said. In that moment, I realized that when a leader shows up physically and emotionally, it is about being reliable when they needed me.

General Norman Schwarzkopf once said,  “Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy” (Schwarzkopf & Petre, 1992). That hit me hard. We are trained to plan, prepare, and execute in the Army. However, when it matters most, presence, honesty, and dependability can do what strategy never will. It gives soldiers the courage to keep going. That statement alone shows how much he valued presence over technical skills. He made it a point to be visible to his troops. He did not just command from a distance. He walked among his soldiers, listened to them, and showed them he was there. His presence gave his troops confidence and calm because they saw that their leader was willing to face the same risks they were. That visibility and engagement made his orders meaningful and his leadership unforgettable.

Retired Sergeant Major of the Army Michael Grinston’s legacy  “This Is My Squad” initiative, challenged leaders to truly know their Soldiers, not just lead them (Lacdan, 2020). Not because it is policy, but because that is how trust is built. Trust starts with being present not occasionally but every day, in the grind and chaos. His initiative was deeply rooted into proving that being present is not about just showing up to formations or work call every day, but as a leader, you also need to be invested in the soldiers you lead.

"The day Soldiers stop bringing you their problems is the day you have stopped leading them"(Powell, 1995). General Colin Powell made this statement to warn leaders who distance themselves or appear unapproachable to their soldiers. Powell knew that presence creates approachability, and approachability builds trust. Powell led by making himself being available to his soldiers so they could trust him. It was not because of his rank but because he made them feel heard and supported. Respect, humility, and service were important to Powell's leadership style; these are traits that only make sense when a leader is present. General Colin Powell was able to lead both in the military and civilian life because he was smart and had a presence that inspired people of all ranks, cultures, and beliefs.

General Dwight D. Eisenhower's speech the night before the D-Day invasion is one of the best examples of presence in leadership. He did not give a loud speech or a dramatic order the night before D-Day. Instead, he quietly walked among the troops, preparing for the invasion. He shook hands with them, looked them in the eye, and said a few words, but mostly, he just stood with them. That one action gave soldiers more confidence than any speech ever could (Ambrose, 1994). Eisenhower's quiet presence let his troops know their leader was with them, not above them. He knew that being there for someone when they were scared or unsure was more important than words. He did not walk among the troops because it was the right thing to do; he did it to connect with them and to show courage.

In conclusion, while some leaders speak with their voices, others speak with their presence. I have worked with leaders whose calm, collected demeanor kept our team together during chaotic situations, not because they gave orders but because their manner fostered direction and trust. Being physically present is only one aspect of presence; another is being emotionally and cognitively involved when your soldiers need you the most. It is what turns being a leader into a mission. The most important quality among all the others in the Army Leadership Requirements Model is presence. Without it, missions lose their purpose, intelligence is ignored, and character is invisible. No matter how much knowledge they possess, a leader who is not present is like a compass without a needle, and they cannot lead. A genuine and consistent leader gains followership, motivates work, and establishes trust that endures beyond any mission or task. For this reason, being present is not a choice. It is a necessity. Take the lead. Show up in more than just your uniform. Be the rock your soldiers need by showing up and remaining steadfast. In this essay, I have shown how presence connects all the important leadership qualities in the Army Leadership Requirements Model. Presence brings character, intelligence, and action to life by building trust through consistent behavior and leading with confidence when things get tough. It is what builds loyalty, boosts morale, and gives orders meaning. That is why being present is more than just a leader trait; it is what makes a leader.

References

Ambrose, S. E. (1994). D-Day: June 6, 1944: The climactic battle of World War II. Simon & Schuster.

Department of the Army. (2019). Army leadership and the profession (ADP 6-22). Headquarters, Department of the Army. https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN20039_ADP%206-22%20FINAL%20WEB.pdf

Lacdan, J. (2020, January 31). SMA to Soldiers: “Understand the people around you.” U.S. Army. https://www.army.mil/article/232263/sma_to_soldiers_understand_the_people_around_you

Powell, C. L. (1995). My American journey. Random House.

Schwarzkopf, H. N., & Petre, P. (1992). It doesn't take a hero: The autobiography of General H. Norman Schwarzkopf. Bantam Books.