Decisive leadership during a hurricane warning: the commanding officer demonstrates the telling style.

Outline (quick sketch)

• Hook: A hurricane warning tests leaders in real time.

• Core idea: The “telling” style is about decisive, clear direction when time is tight.

• The CO scenario: Quick assessment, a firm plan, and explicit orders.

• Why telling works in emergencies: speed, safety, and reducing confusion.

• When other styles fit: selling, consulting, joining—where they shine and when they don’t.

• Practical takeaways for LMHS NJROTC cadets: how to watch, listen, and respond in drills and real life.

• Practical cues and tools: how to communicate under pressure (commands, simple brevity, check-ins).

• Conclusion: Leadership is situational, but in a hurricane warning, clarity wins.

Let me explain the moment a hurricane warning hits the radar and a Commanding Officer (CO) steps up with a plan. In a setting like LMHS NJROTC, where teamwork, discipline, and quick thinking are part of the fabric, the way a leader communicates under pressure matters just as much as the plan itself. The scenario we’re parsing asks us to pick a leadership style, and the right answer is telling. That word—telling—might feel a little blunt, but in emergencies it’s a precise tool, not a personality flaw.

What does “telling” really mean here?

• It’s the style where the leader makes the call and then speaks the decision with clear instructions. No debate in the moment. No back-and-forth that slows people down. The priority is safety, speed, and a shared understanding of the next steps.

• Think of it like a bugle call in the middle of a storm: one crisp signal, followed by concrete orders that everyone can act on without a second-guess.

• It’s not about rudeness or a closed mind. It’s about discipline—knowing when to pull rank for the good of the team, and knowing that the window to act in a hurricane is small.

A quick contrast helps you see the difference. You’ve probably heard the other styles pop up in different contexts:

• Selling: The leader explains the plan but also persuades people to commit, often inviting questions or concerns to win buy-in. It works when time allows, and when people need to be emotionally invested or when you’re navigating uncertainties.

• Consulting: The leader asks questions, gathers input, and gradually builds a course of action. It’s collaborative and inclusive, excellent for complex problems where multiple viewpoints improve the plan.

• Joining: The leader puts themselves in with the team, working together to decide. It emphasizes consensus and shared ownership but can stall under pressure.

During a hurricane warning, you can almost hear the difference. The CO doesn’t have the luxury of waiting for consensus or testing the wind with questions. They must look at the situation—wind speeds, possible hazards, retreat routes, shelter locations, and the health of the crew—and declare a path forward that everyone can follow immediately.

Why this approach pays off in a crisis

• Clarity cuts through panic. People hear a direct command and know exactly what to do. Brevity matters, especially when nerves are jangly and hands are full of radios, maps, and checklists.

• Speed saves lives. In a hurricane, delay equals risk. When orders come with a simple, explicit rationale—“We’re securing the mess decks now and moving to evacuation stations”—the crew can act without pausing to interpret.

• Cohesion follows through structure. A well-communicated plan creates a rhythm. Roles are understood, signals are synchronized, and the team moves as a unit.

Let’s ground this in a tangible moment you might experience in LMHS NJROTC settings. Imagine the CO surveying the situation as the first bands of wind begin to whip the flags. A quick but careful assessment happens in a breath or two: shelter priorities, communication lines, medical readiness, and a safe egress plan. Then the CO makes the call and speaks it aloud: “All hands to stations. Secure every hatch, double-check the comms, and prepare for a possible evacuation drill at 1800 hours, weather permitting. I want a SITREP every ten minutes.” That cadence—clear, repeatable, and actionable—lets the crew tighten up in real time.

A few practical ways you’ll notice telling in action

• A short, direct command: “Secure the flight line. Move to assigned posts now.” No room for questions about whether you should go or not—you go, because the leader has already decided the safest path.

• A brief rationale attached to the action: “We do X because wind shifts could endanger Y.” It’s not a sermon; it’s a single sentence that reinforces why the action matters.

• Explicit expectations: “Check-in with your section leader in five minutes. If you cannot report, raise a red flag immediately.” That keeps everyone accountable without bogging down the process.

• A defined next step: after the initial action, the leader lays out the next move so the team can keep marching in a coordinated line.

Why it’s not the only right approach

Here’s the thing: telling isn’t a one-size-fits-all solution. It shines in emergencies, but in calmer moments, other styles can shine just as brightly. For example:

• In a mission rehearsal with time to reflect, consulting can surface hidden dangers or better routes that a single view might miss.

• In a large, evolving operation where morale is a factor, selling can help secure enthusiastic commitment and ensure people understand the bigger purpose behind the actions.

• When you’re building trust and shared responsibility over the long haul, joining can reinforce teamwork, turning every member into a co-architect of success.

So how should LMHS NJROTC cadets think about this in drills and daily life?

Take a moment to observe a drill or assignment. Notice the moments when a drill leader uses a firm command followed by a succinct why. Notice when someone pauses to ask for input—whether that input changes the plan or simply clarifies it. You’ll start to hear a pattern: the most effective leaders switch styles not randomly, but intentionally, depending on the stakes.

A few practical takeaways for cadets

• Practice concise communication. In a time crunch, your message should be skimmable and actionable. Short sentences, clear verbs, and a direct subject make a big difference.

• Learn the basics of the chain of command. In a hurricane scenario or any real-life risk, the person at the top sets the tempo. You should know not only your own role but how information travels up and down the chain.

• Build confidence with simulations. Rehearsals, even if they’re quick, help your team respond as a single organism. Repeating drills makes the telling style feel natural rather than abrupt.

• Develop a habit of SITREPs (situation reports). Regular, structured updates keep the team aligned and ready to shift gears if the wind changes direction.

• Respect clear authority while staying adaptable. There are moments when a leader’s decisive call will need adjustment as new data arrives. Being able to pivot without losing momentum is a mark of seasoned leadership.

A moment to connect with real tools and everyday life

You don’t need a ship or a storm to see the value of telling. It’s a mindset you can carry into classroom projects, student council, or community events. When you’re coordinating a town hall, organizing a fundraiser, or planning a field trip, a clear decision with explicit next steps can turn a potentially chaotic situation into a smooth, well-executed plan. It’s not about barking orders; it’s about ensuring everyone knows what’s expected and when to act.

Of course, this is all framed by the context. In the calm that follows the storm, you’ll likely lean on a more collaborative approach. The emergency moment, though, is the crucible where the telling style proves its worth. The CO’s job in that instant is to minimize risk, preserve lives, and restore order as quickly as possible. The team’s job is to execute precisely what’s been commanded, with the confidence that the plan is sound and the support system is steady.

A closing thought you can take to heart

Leadership isn’t a single badge you wear; it’s a set of tools you draw from as the situation demands. In a hurricane warning, the telling style offers a clear, direct path through the chaos. It’s lean, it’s efficient, and it’s incredibly effective when seconds count. As you train, as you drill, and as you lead your own teams in LMHS NJROTC, you’ll notice how the rhythm of a well-placed command can calm a room and steady a crew.

If you’ve ever stood at a post with a radio crackling and a compass spinning, you know leadership isn’t just about a plan. It’s about how you speak that plan into action and how you keep the team moving toward safety and success. The telling approach isn’t about silencing others; it’s about giving them a compass in the moment—crystal clear directions, a firm expectation, and the trusted certainty that someone at the top has the course charted.

In the end, leadership is as much about timing as it is about technique. A hurricane tests both. The CO’s decision to act and the subsequent, unambiguous communication of that decision is what keeps people safe and teams functioning under pressure. And for students stepping into future roles—whether in the NJROTC program or beyond—that kind of clarity will be a powerful, portable skill you’ll value long after the storm has passed.