Retired Lieutenant General James Terry: Five Life and Leadership Lessons I Learned in The Military

Servant Leadership and Leading by Example: The most effective leaders I have served with were Servant Leaders, who were stewards of their organization. During my time as a commander, I made it a point to be present on the ground with my troops, actively participating in training exercises and combat operations.

As a part of our series about “Life and Leadership Lessons Learned In The Military”, we had the pleasure of interviewing Retired Lieutenant General James Terry.

Retired Lieutenant General James Terry joined Cubic Defense with more than 37 years of service in the U.S. Army, where he retired as Commanding General, U.S. Army Central Command/ U.S. Third Army. Terry commissioned into the U.S. Army as an Infantry Officer in 1978 and commanded at every level from Rifle Platoon Leader through theater Army Commander during his distinguished career in the service. He graduated from National Defense University with a Master of Science in National Security Strategy and Policy. He also holds a Master of Arts in Business from Webster University and a Bachelor of Business Administration in Management and Marketing from North Georgia College.

Thank you so much for doing this interview! Can you tell us a bit about your childhood “backstory”?

I was born in North Georgia and was raised on a small farm and in a tight-knit community of patriotic Americans, many of them Veterans of WWII and Korea. That continued through my education at North Georgia College, now the University of North Georgia, which is one of six senior military colleges in the United States. That is where I was commissioned as a Regular Army Infantry Officer through the ROTC program.

I often reflect on childhood memories playing Varsity High School football. Being part of a team meant that every summer I would take part in a camp to get the team prepared for the coming season. As a young adult it was one of the toughest physical and mental challenges I had ever encountered. Three a Day practices, with two in pads, it was about learning your position and what that meant to the team. It is here where I learned that hard work, sacrifice, practice, and determined discipline, will get you ahead of your peers. It’s also where I started developing leadership skills and how critical teamwork is. I credit the work done at football camp and team sports for early preparation for the U.S. Army Ranger School that I attended as a Cadet in 1977.

And what are you doing today? Can you share a story that exemplifies the unique work that you are doing?

As the Senior VP of Business Development and Strategy at Cubic Defense I feel a sense of purpose to ensure that our Soldiers, Sailors, Airmen, and Marines have the very best capabilities that enable them to fight, win, and live to fight again. We’re focused on developing innovative solutions that enhance communication, collaboration, and decision-making across various domains, aligning with the changing landscape of modern warfare and security challenges. These mission-inspired capabilities enable assured multi-domain access; converged digital intelligence; and superior readiness for defense, intelligence, security and commercial missions.

While my responsibilities can span across Cubic Defense, I am proud of our efforts in Advanced Training Environments. We have some unique capabilities that support Joint and Coalitions forces training. This includes instrumentation of platforms and people and combining that with blended virtual and constructive environments — LVC. These capabilities provide a realistic, replicated environment for multi-domain training. Training produces and sustains readiness for the next fight and develops leaders for the future. I’d note that we have recently been recognized as having a completely instrumented Indirect Fires capability, which will fundamentally change how we train mortar and artillery fires in collective training. This capability is a first of its kind as it truly replicates the effects of indirect fires in support of maneuver.

Can you tell us a bit about your military background?

My military background spans over 37 years of commissioned service in U.S. Army. I began my military career as an Infantry Officer after being commissioned in 1978. Over the years, I had the privilege of taking on various leadership roles, starting at the infantry platoon level and progressing through Theater Army. That includes command in Combat of several Combined Joint Task Forces during deployments to Afghanistan, Iraq, and Syria.

I had a front row seat of Army transformation. From the hollow Army of the post-Vietnam era to Desert Storm, to the wars in Afghanistan, Iraq and Syria. To the period of today where we face near peer adversaries in Gray Zone competition. Current challenges require modernization that addresses multi-domain environments and capabilities. More importantly it requires training with new capabilities that address these near peer threats. This includes leader development, which will be key to future success against our adversaries.

One highlight in my career was my final assignment, where I retired at the rank of Lieutenant General. In that capacity, I served as the Commanding General for the U.S. Army Central Command/U.S. Third Army. This role was particularly significant because I held the three-star leadership position as the Army component commander for the U.S. Central Command. I was also dual hatted as the Commander for Combined Joint Task Force-Operation Inherent Resolve, Iraq, and Syria.

My journey in the military has provided me with invaluable insights into leadership, strategy, and of coalition operations. Throughout my service, I had the privilege of commanding at various levels, working with a broad range of inspiring and hardworking individuals. These experiences have enriched my professional life and instilled a deep sense of commitment and pride in serving our nation’s defense and security.

Can you share the most interesting story that you experienced during your military career? What “take away” did you learn from that story?

The most impactful moment of my military career undoubtedly remains the solemn ramp ceremonies that honored our fallen comrades as they boarded planes for their return home. As long as I am breathing, I will never let their sacrifices be forgotten. We must remember their families and loved ones and all they have sacrificed.

We are interested in fleshing out what a hero is. Did you experience or hear about a story of heroism, during your military experience? Can you share that story with us? Feel free to be as elaborate as you’d like.

I recall vividly visiting combat outposts during my time in Afghanistan. Many of these were very remote, up in the Hindu Kush mountains or in the grape vine rows in the Arghandab River Valley. Soldiers bonded at the small tactical unit level and formed incredibly impressive lethal units, which applied force with discipline — -at the end of the day, they fought, bled, and died for each other. Angelo Vaccaro from Brooklyn, N.Y. was one of those who laid down his life protecting fellow Soldiers. He was a combat medic, and he was absolutely fearless in the face of enemy forces, not hesitating to render first aid to wounded. Prior to being killed, Vaccaro had carried three wounded soldiers to safety down a 7,000-foot ridgeline while under fire. He later received a Purple Heart and a Silver Star for protecting a wounded Soldier by covering him with his own body while returning covering fire. Vaccaro was legendary in that unit. He was later killed near the Korengal Outpost while attempting to reach wounded Soldiers. As he reached those soldiers, he was struck by a rocket propelled grenade killing him instantly — He received two Purple Hearts and two Silver Stars. He was told not to leave that outpost but went anyway because his Soldiers were in trouble and wounded… Uncommon Valor.

Based on that story, how would you define what a “hero” is? Can you explain?

Heroes are men and women who control their fear and move forward in the face of danger to ensure their comrades are protected. They come in all shapes and sizes. Heroes are not defined by superhuman feats or grand gestures but by their unwavering commitment to others, their ability to rise above fear, and their instinct to protect and serve. Angelo Vaccaro showcased the best of humanity in the most challenging circumstances, reminding us of all the profound impact that an individual’s courage and sacrifice can have on those around them.

Does a person need to be facing a life and death situation to do something heroic or to be called a hero?

No, a person does not need to be facing a life-and-death situation to be considered a hero. While acts of heroism often involve extraordinary actions in high-risk situations, heroics extends beyond just physical bravery in the face of danger. We often recognize Heroes for their physical courage; however, morale courage is often hard. Doing the harder right than the easier wrong as it relates to the health and prosperity of an organization can be challenging.

Heroism can manifest in various forms, and it’s often defined by a person’s unwavering commitment to others outweighing the value of their own safety. This can manifest in a life-or-death situated hero but is more often seen in everyday acts — like demonstrating the morale courage and representing what is right in the face of consequences.

Based on your military experience, can you share with our readers 5 Leadership or Life Lessons that you learned from your experience”? (Please share a story or example for each.)

• Organizations grow through adversity and uncertainty: We faced rapidly changing situations and unpredictable challenges during my deployments. This required leaders to adjust their plans and develop courses of action during execution. But importantly the most effective adjustments come through organizational learning and adaptation.
• Servant Leadership and Leading by Example: The most effective leaders I have served with were Servant Leaders, who were stewards of their organization. During my time as a commander, I made it a point to be present on the ground with my troops, actively participating in training exercises and combat operations.
• Resource in accordance with Priorities: Organizations that don’t have priorities will often compete internally for limited resources. Priorities are not about just what you will do, but as important, they are about what you will not do. Make sure subordinates understand your priorities within the context of the overall operation, campaign, or strategy.
• Effective Communication and Active Listening: Last time I counted I have worked with over 32 countries. The art of effective communications rests in Active Listening. You need to ensure you understand what others are trying to tell you. That often means stop talking and really listen, then communicate back what you have received for correction.
• Resilience and Perseverance: I have encountered logistical hurdles and resource constraints that tested supply chains and overall resilience. Learning your way as an organization builds collective resiliency.

Do you think your experience in the military helped prepare you for business? Can you explain?

Absolutely, my experience in the military provided me with skills and insights that have directly translated into my business experience. The leadership principles, adaptability, and problem-solving abilities honed during my military career have proven to be instrumental in navigating the complexities of the corporate landscape. I believe that learning is a lifelong skill and that you can never be too old to learn.

As you know, some people are scarred for life by their experience in the military. Did you struggle after your deployment was over? What have you done to adjust and thrive in civilian life that others may want to emulate?

I believe that every person who has deployed, especially in combat operations, are challenged by what they have experienced. Many are traumatized and scarred more than others. How you grow through that trauma and become more resilient, and an effective leader is key.

Returning to garrison after a deployment can be a challenging transition, and I can share some insights from my experience. It’s important to acknowledge that everyone’s journey is unique, but I hope my perspective can help.

The Army works hard to take care of its Soldiers and the stress they have undergone while deployed in Combat. It ranges from screening for PTSD and TBI to counseling and if Soldier’s so desire spiritual/religious counseling. For those with spouses, the reintegration with family, after deployment was often challenging. Dependents who for 10–13 months have managed households and children are ready to reunite with their loved ones, but they are also ready for a break. So the most critical and vulnerable times for Soldiers were after intense combat during which they lost fellow comrades; right before re-deployment as units transitioned back for processing. I believe that provided time to think and the recency of exposure to combat provides them space to think about what has happened — -each individual deals with that differently; and the final place I often saw as vulnerable was during post deployment, after returning home and after the initial reunification with families… again, faced with the realities of what the family has dealt with, and with time for each soldier to reflect on what they experienced down range, many Soldiers sadly turn toward bad behavior — Substance abuse and physical abuse — as an alternative. What is required is for all leaders to be actively engaged with their troops and listening… talking helps. But leaders have to be armed with an understanding of the signals that troubled Soldiers are transmitting and knowledge of how to respond and where to get resources.

For me personally, I would always escape to our Cabin in the Blue Ridge Mountains of North Georgia. It was my “En Gedi” — that place in the Old Testament where David escaped to. So this was my En Gedi and my special place to reunite with family, decompress and destress, hug my Brittany who gave his unconditional support and love, and re-cock for the next fight and there were many.

The transition is a gradual process, and everyone’s experience is different. Transitioning back to a more normal life requires patience, self-awareness, and a proactive approach to embracing new opportunities and challenges.

Are you working on any exciting new projects now? How do you think that will help people?

Absolutely, we have and are developing some unique capabilities that belong if our Warfighters’ hands. The best example is the Advanced Training Environment that blends Live Training with Constructive and Virtual capabilities. Its through this blended environment that we can realistically replicate Multi Domain environments for units to train in. Its about our customers building and sustaining readiness at the point of training need. Part of this is our emerging capability in the ground domain to instrument surface artillery and mortars so units can now fight combined arms in multi-domain environments. Training is our asymmetrical advantage as units get sets and reps in prior to employment.

One I’m particularly enthusiastic about is our Live Virtual Constructive (LVC) Multi-Domain Blended Training Environment, which offers immersive training solutions. This technology authentically replicates mission environments, providing warfighters with unparalleled realism for training. This not only enhances their skills but also ensures that they are better prepared to deliver superior warfighting abilities.

What advice would you give to other leaders to help their team to thrive?

Lead from the front and demonstrate the values that you want your organization to align with. Be an active listener… the art of communication is in how a message is received and not in how it is sent. Establish a Vision for your organization with goals and objectives that lead to an end state — — have your subordinates participate in the development of that Vision — — it’s about ownership and team building. Constantly communicate ensuring that subordinates understand your expectations and get their feedback. Quality feedback supports learning your way through the hard times. Finally, be sure to socialize with the team… it supports cohesion.

Leading a team to thrive involves a strong demonstration of values from the leader. Model dedication, openness, and adaptability. Empower others to make decisions, contribute to conversations, recognize achievements, and offer constructive feedback. It is important to help prioritize professional growth and foster an environment of collaboration. Effective leadership is an ongoing journey of learning and understanding your team’s needs. Teams can thrive when you find a happy medium.

What advice would you give to other leaders about the best way to manage a large team?

I’ve been blessed to have led large teams with membership from many nations. You need to build the team and to do that you must make your subordinates feel a part of the team. I spent an enormous amount of time with subordinate leaders to ensure they understood intent. In the absence of orders subordinates must execute based on intent. The U.S. Army calls it Mission Command. You must effectively communicate where you want the organization to be in time, space, and purpose — — that’s an end state.

Once the team has stormed, normed and formed, you must develop a cadence of recurring activity that informs and informs others. Leaders of large organizations don’t waste their most valuable resource, time, and organizational energy. Napoleon once said, “you can ask me for anything but time.” I’d add to that: You can ask me for anything but organizational energy… ensure that meetings are nested, and the purpose of the meeting is understood. Too many meetings become redundant meetings, draining energy as organizations shift focus to just answering the mail in meetings. Finally, be truthful and transparent and when you don’t know, don’t be afraid to admit it and ask!

Managing a large team can get unruly quickly. Effective leadership is critical. One key piece of advice I’d offer to fellow leaders is to prioritize communication and collaboration. Everyone should understand the mission, the objectives, and their roles within the team. Open and transparent communication fosters a sense of unity and shared purpose.

Additionally, empower your team members by giving them ownership of their tasks and projects. Trust in their expertise and provide guidance when needed but allow room for them to innovate and make decisions. Demonstrate the values and work ethic you expect from your team. A dedicated, respectful, and accountable leader will inspire those around them to follow suit.

Adaptability is essential. Circumstances change and being able to adjust strategies and approaches accordingly is vital. Listen to your team’s feedback, learn from their insights, and make informed decisions that benefit both the team and the mission.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?

Absolutely, there’s no doubt that my journey was shaped by the guidance and support of many individuals. One person who stands out as a role model and mentor was my first High School Football Coach. “Buzzy” McMillian, or coach Mac. He had standards and we knew what they were; he held us accountable, and he knew how to build teams. Coach Mac made us all aspire to be better, not only on the field, but in the classroom and as people.

How have you used your success to bring goodness to the world?

Using the platform of my military career and current leadership role in the private sector, I’ve sought to contribute positively to the world. Much of the history of the World is about armed conflict and war, often the absence of armed conflict is perceived as being a peaceful period. The reality is that there is continual conflict short of bearing arms and engaging in conflict. Economic competition, Political Competition, and conflict in the information domain come to mind. It’s my personal belief that in the World we exist in, we must prepare for armed conflict and through preparedness we deter open armed conflict. So, from my uniform days spent preparing for war and when our Nation called, going to war and now in the business world, if I have contributed positively, it’s in making the world somewhat safer by preparing our Armed Forces.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)

For all US Citizens — read and understand the Constitution of the United States. Its an incredible document that our founders put together. I’d add that we need to develop leaders of character who understand selfless service. These leaders are critical for our communities, our States, and our Nation as we face the future. Seeing more of these local leaders of character step up and be involved in their community would be a wonderful legacy to perpetuate.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

It comes from “Once an Eagle.” The main character in the book is Sam Damon who rose through the enlisted ranks, commissioned, and reached the General Officer Rank. “That’s the whole challenge of life — to act with honor and hope and generosity, no matter what you’ve drawn. You can’t help when or what you were born, you may not be able to help how you die; but you can — and you should — try to pass the days between as a good man.”
― Anton Myrer, Once an Eagle.

I live my life by this philosophy, living each day as the best man I can be. Our time here is short.

Some of the biggest names in Business, VC funding, Sports, and Entertainment read this column. Is there a person in the world, or in the US with whom you would love to have a private breakfast or lunch with, and why? He or she might just see this if we tag them 😊

There are many accomplished individuals I admire, but if I were to have a private breakfast or lunch with someone, it would be Henry Kissinger. He is a selfless servant who had huge contributions to U.S. National Security. Henry would be closely followed by Brian Snitker, coach of the Atlanta Braves. I’ve been a huge fan of the Braves since they came to Atlanta in 1966.

Thank you so much for the amazing insight. This is truly uplifting.