Adaptive Resilience Through Enabled Expertise

Leadership Philosophy

By Capt Raza Muhammad, 1st Sgt. Clarence Durst

Article published on: July 1, 2025 in the Army Communicator Summer 2025 Issue

Read Time: < 3 mins

Capt. Raza Muhammad and 1st Sgt. Clarence Durst, 54th Signal Battalion command team, pose in front of their bat-talion headquarters. (Courtesy photo)

In today’s technological Army and its task to protect the Department of Defense Information Network, U.S. Army Network Enterprise Center–Buehring (USANEC) plays an essential role in keeping the Army’s network up and running -connected from the highest headquarters to the warfighter on the battlefield. But we are not just about maintaining the hardware and systems; we are here to support training, enable mission command, and protect critical information. As leaders in a high operational tempo environment, our success is not just about knowing the technical edge; it is about building strong teams, sharing expertise, and preparing everyone to adapt and excel no matter what comes our way.

Our leadership approach is all about “Adaptive Resilience through Enabled Expertise.” That means creating a culture where everyone is skilled, confident in innovating, and ready to face challenges head on, building a network and a team that are both resilient using a “people first” approach.

A Changing Landscape and Need for Adaptation

The network environment is constantly changing. Threats are becoming more advanced, technology advances rapidly, and the Army’s operational needs are always shifting. Relying on traditional, top-down leadership models is not sustainable when the warfighter must make decisions in time and space. Trying to predict every challenge and control everything from the top slows us down, stifles innovation, and makes us less effective at keeping our network secure and reliable.

At USANEC-Buehring, we face unique challenges. We are often the first line of defense against cyber threats, responsible for critical infrastructure, and supporting a wide range of users with different needs. That calls for a more flexible, quick-to-respond leadership style which is more in line with the emerging IT industry standards. We can't just manage the network; we need to lead the people who keep it running and protected.

Enabled Expertise: The Core of Resilience

Enabled expertise is not simply about delegation; it is about cultivating a climate of trust and shared responsibility. Enabled expertise is built on three key pillars: continuous learning, decentralized decision-making, and connection.

Continuous learning. Keeping up with today’s networking world means being a lifelong learner. Leaders should make it easy and encourage their teams to grow professionally. This can be through official training like CompTIA Security+, Microsoft, or CCNA or by attending industry events. But most importantly, giving time for self-study and trying out new ideas is key. We should think of ourselves as a learning organization that values sharing knowledge and sees mistakes as chances to get better. This approach lines up with the Army’s focus on continuous growth and professional development, as outlined in Field Manual (FM) 3-0, Operations (Department of the Army, 2025).

Decentralized decision-making. Decentralizing decision-making to the lowest level that’s capable really boosts how quickly things get done. Of course, this means everyone needs to clearly know their roles responsibilities. It also means trusting your team members to make good choices, even if those choices aren’t exactly what you might have picked yourself. Leaders should set the context, provide the tools and guidance needed, but then step back and let their teams take charge. This approach lines up with the principles of Mission Command from Army Doctrine Publication (ADP) 6-0, Mission Command (Department of the Army, 2019).

Connection. Technology keeps us connected on the battlefield, but at the core, it is our people that work at USANEC who connect us to our customers to then innovate and solve bigger issues all together for the force and mission at hand.

Building real relationships, encouraging open conversations, and really listening in the most human way possible are what matters most, so the decisions are made on lessons learned versus book solutions. That means taking time to understand what drives each team member, their goals, and the challenges they face. It is about creating a space where everyone feels comfortable sharing concerns, pitching new ideas, and questioning the usual way of doing things. Connection is not just internal; it’s also about forming strong bonds with our stakeholders, understanding what they need, and thinking ahead to meet those needs before they even ask.

Leading with Intent and Giving Feedback

Enablement is not about stepping back and letting go. Leaders still play an essential role. It is important to lead with a clear purpose explaining the “why” behind tasks and goals. When team members understand the bigger picture, they can make smarter decisions and adapt more easily to changes. Also, giving helpful feedback is key to growth. Feedback should be specific, delivered at the right time, and focused on behaviors rather than personal traits. It is most effective when given with empathy and a genuine desire to help someone improve. Regular check-ins, performance reviews, and after-action discussions are great ways to share feedback. The Army’s after-action review process, detailed in FM 6-0 (Department of the Army, 2022), offers a solid, structured way to learn from experiences.

Building a Resilient Team and Network

Adaptive resilience is not just about individual skill; it's about building a team that can manage stress and bounce back from setbacks. That means creating a strong sense of camaraderie, working well together, and recognizing what each person brings to the table. We also need to apply these same principles to our networks. Having backups, solid security measures, and constant monitoring are key to keeping things up and running. But no matter how advanced technology is, it still needs dedicated, skilled people to manage and protect it.

Conclusion

Leading USANEC-Buehring into 2025 and beyond means shifting how we think about leadership. Instead of sticking to old command and control methods, we need to focus on adaptive resilience powered by our expertise. By investing in our people, encouraging ongoing learning, and giving them the freedom to make knowledgeable decisions, we can create a network that's not just secure and dependable but also flexible enough to handle constant changes on the modern battlefield. Taking care of the profession isn’t just about keeping the network running; it's about growing the leaders and Soldiers who will protect it for years to come.

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