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Major’s Musings: Leading from the Front… or Back?

Written by Major TT Thomas

“There are no good regiments and no bad regiments, there are only good and bad officers” – Field-Marshal Sir William Slim.

How do young leaders today perceive effective leadership? What does leadership mean to them – is it a heady mix of cool, sage wisdom or more? Do they prefer the tough competent style of leadership or the warm lovable style? In puzzling over whether it’s better to be feared or loved as a leader, Machiavelli famously said that, because it’s nigh impossible to do both, leaders should opt for fear. Is that really the right approach that works during our times? 

What do young professionals look for in effective leaders and what inspires them to be good leaders as they transition up the leadership ladder?

⇥ Trust 

I learned my first real lesson in leadership not in a boardroom, but in the rugged heights of Kashmir. In the early 90s, as a young Captain, I was assigned to manage telecommunications of an Infantry Brigade deployed in high-altitude operations along the Line of Control. Traditionally, this was a job meant for someone with more than a decade of experience. I had less than three. 

When I asked my Commanding Officer why he was trusting me with such a significant responsibility, he simply said: “Because I trust you.” And just like that I packed my bags for the snowy mountains. That trust became the foundation of one of the most meaningful assignments of my career. It taught me that leadership isn’t about titles or years of service—it’s about the quiet confidence you inspire in others, and the trust you are willing to extend.A stint that I cherish to this day and in retrospect, I rate as the best in my entire career thus far.

Trust is the bedrock of leadership. It isn’t something that comes with your rank or your business card. It’s built slowly—action by action, moment by moment.

Trust is a very fuzzy word that comes through a series of experiences that one has with another person. Can I trust my leader to be ethical, transparent and open about his intentions? Will he take ownership for the outcomes or is he the kind who will pass the buck and may even throw me “under the bus” when push comes to shove ? Will he trust me to deliver the goods and empower me?

As a budding leader, you need to be mindful of these things  as you grow in your careers and manage larger teams. Behavioural economists, for their part, have shown that judgments of trustworthiness generally lead to significantly higher economic and productivity gains.

⇥ Clarity 

Leaders have to exhibit a clear vision of their plans and strategies to their team members , however junior they are. Often times, when the road ahead is dark and grim due to business constraints, it is important for the leader to communicate and guide the team with clarity of purpose and reassurance. 

Fast forward to the corporate world: In 2004, when Bharti Airtel signed a pioneering Managed Services contract with Ericsson, I was leading a large team that suddenly faced great uncertainty. This kind of outsourcing model was unheard of in India back then. Naturally, there was fear. Our response? Clarity. Open communication. Transparent plans. We made it a point to reassure the team about compensation, roles, and reporting structures. That clarity helped us retain talent and maintain morale.

Most people hate uncertainty, but they tolerate it much better when they can look to a leader who they believe has their back and is calm, clearheaded, and courageous. These are the people we trust. These are the people we listen to.

⇥ Competence

Employees always look up to competent leaders to model and shape their own styles. A leader who is not ‘ hands on’ when it comes to operations is often seen as disconnected and disinterested by his or her subordinates and while the position may elicit obedience it will definitely not harbour respect. An incompetent leader is a caustic impediment to progress and perhaps a laughing stock amongst the team. 

Competence isn’t about knowing everything. It’s about being willing to learn, to roll up your sleeves, to lead from a place of understanding. Teams can sense effort. They know when you’re winging it. They know when you’re invested. So even if you’re still growing into your role, grow visibly. Let your intent and hard work do the talking.

⇥ Empathy 

When we judge others—especially our leaders—don’t we typically look first at two characteristics: how lovable they are (their warmth, communion, or trustworthiness) and how tough they are (their strength, agency, or competence). Why are these traits so important? Because they answer two critical questions: “What are this person’s intentions toward me?” and “Is he or she capable of acting on those intentions?” These subconscious assessments underlie our emotional and behavioural reactions to other peoples, groups and even to brands and companies. 

Are you a good ‘listener’? Are you mindful of the subtle nuances in behaviour within your team? Are you empathetic to a genuine problem of an employee or do you come across as insensitive and detached? Do you demonstrate respect for your team mates? Do you ever stop and talk with the housekeeping staff or office boy to ask them how things are in their lives? Even small gestures matter. A nod. A smile. A moment of attention. Research shows that warmth, more than authority, is what inspires trust and openness. A team that feels cared for is more resilient, more engaged, and more loyal.

Empathy is not a soft skill. It’s a leadership superpower. And it starts with the basics: listening, acknowledging, and being present. I often remind managers to physically check in with their teams, especially those stationed in remote areas. At one point, when I was leading a 1,000-person network operation, we made regular team visits part of every manager’s KRA. Leadership doesn’t happen over email. It happens in the hallways, the field visits, the quiet conversations.

“Leading from the front” is a celebrated military mantra. It conjures images of bravery and battle cries—of young officers like Capt Batra and Maj Adhikari, who charged ahead during the Kargil War, earning the respect and loyalty of their troops.

But in today’s professional world, I offer a slight variation to that adage: “Leading from the back.” It means creating the right environment. Laying the foundation. Removing obstacles. And then stepping aside so others can shine.

Because true leadership isn’t about being in the spotlight. It’s about building others up, knowing when to guide and when to let go. And always, always doing what is right—not what is easy.

There is a Capt Batra in each one of you and you must nurture and nourish those traits to be an effective and trusted leader 

“People seldom do what they believe in. They do what is convenient, then repent“- Bob Dylan