Running the Organization: What Commanding a Company of Soldiers Taught Me About County Leadership

Part 2 of the “Military Leadership and Local Government” Series-

In my previous post, I explained how my experience as an Army company commander translates to serving as a county judge. One of the clearest parallels is the responsibility of leading and administering a large, complex organization.

Most people picture military leadership as giving orders in the field. In reality, much of a commander’s job looks a lot like running a small government.

Preparing to take off with a great aviator, "JMFL," to my right.

Leading a Complex Organization

As a company commander, I was responsible for the readiness, performance, and welfare of a large and diverse organization. That meant managing personnel, budgets, training schedules, equipment, and compliance requirements—all at once.

Every decision had consequences.

If training slipped, readiness suffered.

If administrative details were ignored, pay and personnel problems followed.

If resources were mismanaged, future operations were put at risk.

There was no one else to blame. The responsibility rested with me to ensure the organization functioned and people were taken care of.

County government works the same way. Roads, emergency services, budgets, courts, and staff operations all have to function together. When leadership is organized and steady, things run better. When it isn’t, the public feels it quickly.

Managing People, Not Just Systems

Organizations don’t succeed because of policies and spreadsheets. They succeed because of people.

My job wasn’t just managing tasks—it was leading individuals with different strengths, struggles, and family situations. That meant listening, mentoring, correcting when needed, and making sure people had what they needed to do their jobs well.

County employees deserve the same kind of leadership. When people feel respected, supported, and treated fairly, performance and morale improve, and the public receives better service.

Making Decisions Under Pressure

In the Army, decisions rarely come with perfect information. You gather the facts you can, consult your team, weigh the risks, and make the best decision possible—then take responsibility for the outcome.

Local government is no different. Budgets get tight. Infrastructure fails. Emergencies happen. Competing priorities collide.

What matters is having a leader who stays calm, thinks clearly, and makes decisions based on facts, fairness, and long-term consequences—not panic or politics.

Accountability and Stewardship

Commanders are entrusted with millions of dollars of equipment and the lives and careers of their people. That responsibility creates a deep respect for stewardship and accountability.

Taxpayer dollars deserve the same care. County government should be run with discipline, transparency, and a constant focus on value for the public.

Every wasted dollar is a dollar that can’t fix a road, support law enforcement, improve emergency response, or reduce the tax burden.

Good administration isn’t flashy—but it’s essential.

Why This Matters for a County Judge

The county judge isn’t just another official. The role requires executive leadership—setting priorities, managing resources, coordinating departments, and keeping the whole organization moving in the same direction.

That’s exactly what I did as a company commander.

The uniform may be different, but the responsibility is very similar:

lead people well, manage resources wisely, and take responsibility for results.