A good initiative isn't always a good decision

This photo was taken when I was a second-class ensign at the Marine Fusiliers School, where I commanded a section.

A few of my friends and I had volunteered to take part in the testing of new assault boats intended for the Navy SEALs. Our role? Essentially to “add weight” so that the engineers could test the engines and the boats’ performance under realistic conditions.

Everything went perfectly. Yet, a few days later, I was called in to give a report.

Why? Because we had taken this initiative without reporting it up the chain of command.

This experience taught me that a good idea isn't automatically a good decision.

Today, what stands out to me most is that the challenge isn’t just about saying what we do, but explaining why we do it. Sharing our intentions and the desired outcome allows others to act with discernment in turn.
Autonomy and responsibility are inseparable.

This photo was taken when I was an ensign in the French Navy, serving at the Fusiliers Marins School, where I was already in command of a platoon.

ENGLISH VERSION

A few colleagues and I volunteered to help with sea trials of new assault craft for the French Navy Commandos. Our role?

Essentially, to provide ballast so that the engineers could test the boats and engines under realistic conditions.

Everything went as planned. Yet a few days later, I found myself standing before my commanding officer.

Why? Because we had taken the initiative without reporting it through the proper chain of command.

That experience taught me that a good initiative doesn't automatically lead to a good decision.

Today, I see an even broader lesson: it isn’t enough to simply tell people what we’re doing. We need to explain why. Sharing our intent and the desired outcome enables others to understand our decisions and exercise their own judgment.
Autonomy and accountability go hand in hand.