Like much of the world, I was deeply saddened by the recent death of former United States Secretary of State Colin Powell. He was a man of immense character, whose legacy of public service leaves us all indebted. It was a testament to his unwavering courage and integrity that a bi-partisan wave of public sentiment accompanied the sad news of his passing.

As I reflect on General Powell’s life, I can’t help but recall my personal connection with him early on in my career. To me, he was more than a public figure. He was my boss and a mentor who taught me important lessons in leadership.

As a newly appointed chief audit executive (CAE) in the U.S. Forces Command, I still recall the news that General Powell had been tapped to lead one of the nation’s largest military units. I had only been in my role for a short time, and had only served as the CAE for one commander prior to his arrival. General Powell was already a household name in the United States having successfully served as President George H.W. Bush’s National Security Advisor. Suddenly learning that my next boss would be a public figure with a reputation larger than life was both exciting and intimidating. Little did I know at the time that serving under his leadership would prove transformational in my own evolution as a leader.

As everyone knows, General Powell was destined for even greater opportunities. President Bush soon nominated him as Chairman of the U.S. Joint Chiefs of Staff and he would go on to become the nation’s first African American Secretary of State. In recognition of his exemplary career in public service, he was awarded the Presidential Medal of Freedom (twice), the Congressional Gold Medal, the Presidential Citizens Medal and the Secretary of State Distinguished Service Medal. 

While I would end up serving under General Powell for less than a year, he taught me many important leadership lessons. Here are five lessons I learned from him that shaped my own leadership journey in the decades to follow.

1. Regardless of your position, treat others with respect. My first interaction with General Powell sent a strong signal that he was different from any other general I ever knew. One of my first assignments when a new commander assumed his role was to brief him on the command’s internal audit program, laying out our mission, including ongoing and upcoming audit priorities. When his executive officer called to inform me it was time to deliver the briefing, my question was simple: “What day and time do I need to be there?” The response caught me by surprise: “Oh no. The General will come to you. He will take the briefing in your office.” I was dumbfounded. Four star generals simply did not travel to the internal audit office to take a briefing. I have retold this story many times, because I believe it sent an important message – I value you as a member of my team, and will set aside protocol to get to know you better.

2. Have a vision. Communicate it. Hold others accountable. General Powell’s 13 Rules of Leadership are well known. One of them is to “Have a vision – be demanding.” As a direct report to General Powell, I often found myself invited to meetings of his command leadership team. Being one of the only civilians in the room, and the youngest person by far, my seat was in the corner in the back. But from that vantage point, I observed a confident military leader who wasted no time, and “suffered no fools lightly.” You knew what he wanted, what he expected, and you delivered.

3. Cut to the chase and focus on what’s really important. I recall one of my early briefings to the General. I was trying to illustrate the damage that was being inflicted from the reduction in internal audit resources across his command. I was droning on a little too long in trying to make the point. He gently stopped me and said, “Tell me what’s really important here, Dick. What do I really need to know?” It was a subtle way of asking me, “What’s the risk? Why should I be concerned?” It was an important lesson I never forgot – while serving with him or other senior leaders in the following years. Respect their time and focus on the most significant risks.

4. Welcome diverse points of view. I recall vividly that General Powell would make a point of soliciting all points of view when an important or difficult decision was at hand. Other commanders I would serve over the years would often welcome views that reinforced the direction they were leaning. Their hard nose reputations would often stifle points of view that were contrary. Encouraging alternative views was an approach I always tried to emulate later in my career as a CEO. 

5. Recognize and elevate talent. Though I didn’t have a lot of face time with General Powell during the time I served him, he was instrumental in opening up an opportunity that would have a profound impact on my career. I had served as the command’s CAE for less than a year before his arrival. Yet, he and the command’s chief of staff (to whom I also reported) were so pleased with the direction of the internal audit program that they offered me a grade-level promotion at the end of my first year. At 34 years old, I became the second highest ranking civilian in the command. The decision was almost unheard of, and sent a strong signal about the importance of internal audit and the confidence they had in me.

My brief tenure serving General Colin Powell was richly rewarding. His gifted leadership style was a huge influence on me. I never forgot the lessons I learned, nor the fact that we must always remember the influence we have on others.