What is the primary calling of a U.S. Army Chaplain?
Is it to be an officer, expertly navigating the promotion system and securing a top block from a senior commander? Or is it to be a missionary, deeply embedded with the flock, offering guidance and hope where it’s needed most?
While these two paths are not mutually exclusive, the pressure of the uniform can quietly pull us off course. Titles, ratings, and timelines have a way of competing with calling. But Scripture reminds us that “we must obey God rather than men” Acts 5:2. My first allegiance is not to career progression, but to Christ. Obviously, every chaplain’s calling is unique. The Army has chaplains of many different faith groups and denominations. While I'd argue that the encouragement of this post applies to all my fellow chaplains, regardless of theology, I understand that there are things about our callings, convictions, and goals that can be quite different.
My calling is to be a missionary.
I often think of a civilian missionary who travels to Southeast Asia to teach English. Their goal is not simply to earn tenure or a glowing performance review from the school’s headmaster. Their true mission is to know the people, to build relationships, and to shepherd the community they serve. If they achieve professional success but fail to connect with the souls they came to support, they have missed the point.
Jesus modeled this kind of ministry. He did not build His mission around proximity to power. He walked dusty roads, sat at wells, ate in homes, and touched the hurting. He told Peter plainly, “Feed my sheep” John 21:17. He did not say to impress the system. He did not say to manage optics. He said "feed the sheep".
The same holds true for me as a Christ-follower called to be a missionary as an active duty Army Chaplain.
We are often taught that the most direct path to success is to nestle up to our Battalion or Brigade Commanders. We are encouraged to become a trusted advisor to the senior leader, ensuring our face is known, our counsel is valued, and our position for a favorable review is secure. There is nothing inherently wrong with being an asset to command; it is a vital part of our role. By doctrine, we are to be an advisor on religious, ethics, morals, and morale to the command (AR 165-1). However, I do not believe that this role throws my calling out the window. I need to get to know my people.
Nothing should come at the expense of knowing my people. The result of not knowing my people is devastating to ministry.
Knowing our people is a no-fail mission.
Scripture warns shepherds against this very drift: “Woe to the shepherds who destroy and scatter the sheep of my pasture!” Jeremiah 23:1. God holds leaders accountable for the souls entrusted to them, not the accolades they accumulate.
In my own ministry, I quickly learned that the real spiritual front line was not in the Battalion Commander’s office. It was in the company command posts and the platoon leadership teams.
These are the leaders in the trenches with Soldiers every day. They are the first to be asked for help when a Soldier is navigating a complex medical issue, a crushing personal problem, a family crisis, a legal battle, a mental health struggle, or a financial hardship.
So my focus became serving them.
The more I could know these command teams and platoon leaders, the more I could genuinely support them, the more access I gained to the lives of Soldiers who needed ministry most. By building trust with the leaders closest to the formation, I was invited into sacred spaces of pain, confusion, and hope.
That’s incarnational ministry. That’s what Paul meant when he said, “I have become all things to all people, that by all means I might save some.” 1 Corinthians 9:22.
A chaplain’s success should not be measured by the rank on their chest but by the trust they have built with their flock.
Advising command matters. Excellence as an officer matters. But Scripture is clear about priorities: “Shepherd the flock of God that is among you… not for shameful gain, but eagerly” 1 Peter 5:2. Our calling is not upward mobility, it is downward service.
Jesus told His disciples, “Whoever wants to become great among you must be your servant.” Mark 10:43. In God’s economy, greatness is measured in faithfulness, presence, and love.
So when I feel torn between chasing promotion and shepherding the people, I must always choose the flock over the formation.
My true north is not found on an OER.
It is found in the heart of a Soldier who knows their chaplain is there for them.
It is found in late-night hospital visits, quiet conversations in motor pools, prayers whispered in offices, and tears shared in chapels.
Because at the end of the day, I will not stand before a rating chain.
I will stand before the Chief Shepherd.
And He will not ask how well I played the system.
He will ask how well I loved His people.
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