Lieutenant General Karen Gibson spent 33 years as a United States Army intelligence officer and went on to serve as the Sergeant at Arms of the United States Senate after retiring from the Army. LTG Gibson joins Adam to share her journey and her best lessons and advice. LTG Gibson and Adam discuss a wide range of topics: career success, inspirational leadership, crisis leadership, leadership development, managing change, and much more.
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Read the full transcript of Adam’s conversation with Lieutenant General Karen Gibson.
Episode Summary
Lieutenant General Karen Gibson is a retired United States Army intelligence officer. She served as Deputy Director of National Intelligence for National Security Partnerships, Director of Intelligence for U.S. Central Command, and Sergeant at Arms of the United States Senate. She shares the leadership lessons she learned over a 33-year Army career and in the Senate.
General Gibson describes growing up in Bozeman, Montana, where chores, grit, and a refusal to let weather change the plans shaped her. Her first duty station was in Alaska with the Sixth Infantry Division, including an exercise in which temperatures hit 50 below. The lesson she took away is that leaders often don’t get to pick their operating conditions, so they must assess the environment, build a plan that works in it, and keep going rather than saying it is too hard.
She explains how to build a culture of agility, starting with commander’s intent, the practice of telling people not just what to do but why, so teams can adapt when circumstances change. She warns that micromanagers stifle initiative and encourages leaders to forgive mistakes and review them in an after-action report. She also outlines four ways to grow as a leader: reading, mentors, self-reflection, and observing the leaders around you, including the ones whose habits you never want to copy.
General Gibson contrasts a battalion commander who led by yelling with Major Ron Burgess, who calmly explained how embarrassing her failed arms room inspection was and laid out how she would fix it. She says leaders inspire through competence and mutual respect, not fear. On leading in crisis, she highlights taking care of people physically and preparing for the emotional aftermath, which she saw when she took over a demoralized Senate staff and banned talk of failure.
She compares the Senate, where she says she worked for 135 small businesses, with the military, and says that once she demonstrated competence, people stopped focusing on her gender; her advice is that if a boss cares more about your gender or background than what you bring to the table, maybe you should look for another place to work. She closes with advice to know your strengths and gaps and to seek experiences that stretch you.
What You’ll Learn
- Assess the environment, make a plan, and keep going: General Gibson says leaders often do not get to pick the conditions of their operating environment, and a 50-below exercise in Alaska taught her to plan and keep going.
- How commander’s intent, explaining what you hope to accomplish and why, lets teams adapt when circumstances change, and why micromanagers stifle initiative over time.
- Forgive mistakes and talk through them in an after-action report, General Gibson says, unless something is immoral, illegal, unethical, or grossly unsafe.
- Lead through competence and respect rather than fear: a major who calmly explained how embarrassing her failed arms room inspection was, and laid out how she would fix it, inspired General Gibson far more than a commander who yelled.
- Which two crisis imperatives people often overlook: taking care of people physically with sleep and food, and preparing for the emotional aftermath once the crisis passes.
- Let competence and excellence speak for you: General Gibson recalls that after she, the only woman and youngest officer in a winter warfare course, finished third in its combat biathlon, people stopped focusing on her gender.
About Lieutenant General Karen Gibson
Lieutenant General Karen Gibson is a retired United States Army intelligence officer. She grew up in Bozeman, Montana, attended Purdue, and joined the Army through ROTC. Over 33 years in uniform, her assignments included Deputy Commanding General for U.S. Army Cyber Command, Director of Intelligence for Combined Joint Task Force, Operation Inherent Resolve, Director of Intelligence for U.S. Central Command, and Deputy Director of National Intelligence for National Security Partnerships. After retiring, she became the Sergeant at Arms of the United States Senate.
Related Episodes
- Episode 258: Lieutenant General Robert Ashley Jr.
For more on leadership in military intelligence, LTG Ashley discusses his path to directing the Defense Intelligence Agency and his lessons on relationship building, trust, and introversion. - Episode 311: General Tim Haugh
For more on leading in cyber and national security, General Haugh discusses his career as commander of United States Cyber Command and director of the National Security Agency. - Episode 234: Vice Admiral Carol Pottenger
For more on breaking barriers in the military, Vice Admiral Pottenger, the first female three-star admiral to lead in a combat branch, discusses confidence, communication, listening, and mentorship. - Episode 130: Lieutenant General Lori Reynolds
For more on women in military leadership, General Reynolds, who spent more than 35 years breaking barriers in the Marines, discusses building winning teams and cultures. - Episode 159: Former Secretary of the Air Force Deborah Lee James
For more on leading in times of crisis, Secretary James discusses how to rise within your career, navigate setbacks, and manage anxiety and pressure.
