Nuggets for Nuggets: Lead Your Leaders
One of the greatest misconceptions young professionals have is that leadership only flows downward.
It doesn’t.
Some of the most valuable leadership you’ll ever provide will flow upward.
When I was a newly promoted lieutenant, I was assigned to work directly for the commanding officer of a large Coast Guard unit. He had a wide span of responsibility. Beyond the air station, he oversaw boat stations, cutters, a busy command center, inspections, administration, and all the competing demands that come with command.
Like many young officers, I tried to stay out of his way.
Late in the day, after his secretary had gone home, I would quietly slip into the office, drop off paperwork, and sneak back out before interrupting him.
One evening he stopped me.
“Adam,” he said, “stop creeping around here. I don’t want officers to behave like mice.”
He wasn’t criticizing my professionalism.
He wanted engagement.
He wanted someone who had opinions.
He wanted someone who would tell him what was actually happening at the operator level.
He knew something I didn’t understand at the time.
The higher your level of leadership, the narrower your perspective often becomes.
People naturally filter information before it reaches you. They hesitate to disagree. They soften criticism. They assume the boss already knows.
Often, the opposite is true.
He regularly asked what I thought about the proficiency of the air station, where we were strong, where we were weak, what initiatives we should pursue, and whether we were using our resources wisely.
He wasn’t looking for complaints.
He was looking to broaden his perspective.
That lesson stayed with me throughout my career.
As I moved into leadership positions, I discovered that most supervisors appreciate thoughtful input—even if they don’t actively ask for it.
The key is bringing solutions instead of simply identifying problems.
Respect the chain of command.
Choose the right time.
Do your homework.
Offer ideas, not just opinions.
Sometimes speaking up creates more work.
A good idea often becomes your project.
Don’t fear that.
That’s how responsibility grows.
On the rare occasions a discussion led to additional tasking that didn’t align with my priorities, I found it helpful to have my current work list ready. I’d explain what I was already working on and ask how the new task should be prioritized against those existing commitments.
More often than not, the conversation became one about priorities rather than simply adding more work.
It also demonstrated that I wasn’t resisting work—I was trying to focus my effort where it would create the most value.
As I became the senior leader in the room, I found myself searching for exactly what my old commanding officer had been searching for years earlier.
Honest feedback.
Different perspectives.
People willing to respectfully tell me what I couldn’t see from my position.
The healthiest organizations aren’t built by leaders who always have the answers.
They’re built by leaders who create environments where good ideas can travel in every direction.
If you’re unsure how to raise a concern or challenge a decision, start with a request for mentorship using humility and curiosity instead of criticism.
Try something like:
“If I were in your position, I think I might approach it this way. I noticed you’re taking a different path. Would you mind helping me understand your thinking?”
You might discover information you didn’t have.
Or you might help your leader see something they missed.
Either outcome makes the organization better.
Don’t wait for rank before you start leading.
Some of the most important leadership you’ll ever provide may be to the people above you.