Colonel (Ret.) Raymond Stemitz’s service with the Michigan Army National Guard began with a family tradition of military service and a pivotal decision following his college graduation and commissioning through the ROTC program.
“My family had had a tradition of military service,” Stemitz said. “When I graduated college and was commissioned through the ROTC program, I was uncertain of where I was actually going to have my civilian job—Florida or Michigan were my two prime candidates, and I landed in Michigan.”
After establishing himself in the state, Stemitz sought out the Michigan Army National Guard and was assessed from the Individual Ready Reserve in 1995.
“As soon as I established myself in Michigan, I sought out the Michigan Army National Guard,” he said. “By March of 1995, I was assessed from the IRR into the Michigan Army National Guard.”
Stemitz went on to help build and command an infantry company with the 125th Infantry Regiment in Port Huron, describing his time with the organization as consistently positive.
“It has just been a tremendously positive experience for me throughout my entire career,” Stemitz said, “to be associated with the Michigan Army National Guard, with all the things that they have done, and all the people—the high-quality people—that I worked with over that period of time.”
Over the course of his career, Stemitz said his leadership philosophy evolved significantly from his early years as an officer.
“As a younger officer, I was much more black and white,” he said. “I was probably somewhat insensitive, and I lacked empathy toward some of the more senior Soldiers that had families and things that was an experience I just didn’t have.”
With time and experience, Stemitz said he gained a broader understanding of leadership and the importance of understanding Soldiers as individuals.
“I realized that not everything is a 100 percent black and white issue,” he said. “You have the standards, and you have to achieve those standards, but how you do that is really up to you to work with the individual people and your team based on who they are and where they’re at.”
Several defining experiences reinforced that perspective, beginning with the Sept. 11, 2001 terrorist attacks, when Stemitz’s infantry company was activated to conduct security operations at Detroit Metropolitan Airport.
“For the next six months, we ran 24-hour security operations at Detroit Metro,” Stemitz said. “That really was a true test of leadership.”
He noted that extended domestic operations provided insights that short training periods often do not.
“Over six months, you have a whole gamut of things that come up with individuals whose families live their life while they’re working with you and doing their job,” he said.
Stemitz said the experience challenged his assumptions about Soldiers’ capabilities.
“I realized that maybe I was underestimating the potential in people by not raising the bar enough,” he said.
Another defining moment came during a deployment to Iraq, where he observed Soldiers rise to the demands of combat operations.
“Seeing Soldiers live up to their fullest potential in an environment that’s incredibly harsh and unforgiving,” he said, “yet they rose to the challenge without a lot of prompting.”
He saw that same willingness to adapt during large-scale training exercises and domestic response missions, including the COVID-19 pandemic.
“None of the folks had signed up when they joined the Guard saying, ‘I want to be doing large-scale pandemic operations,’” Stemitz said. “Yet everyone stood up and said, ‘Count me in,’ and left their comfort zone to go do something—and do it extremely well.”
Mentorship became a central focus of Stemitz’s leadership approach, particularly in encouraging Soldiers and junior officers to step beyond their comfort zones.
“I really valued when people were willing to take a personal risk and step out of their comfort space,” he said. “Sometimes you have to grab the young officer and pull them across that comfort zone line.”
He emphasized providing support while allowing individuals to grow independently.
“You provide the scaffolding, so to speak, as a structure,” Stemitz said, “and then let them build it higher than what you ever provided.”
Stemitz continues to serve the Michigan National Guard in a civilian capacity following his retirement from uniformed service. He currently works in the G-6 as the Director of Information Management and Chief Information Officer, where he supports the organization through enterprise level information and oversight.
When reflecting on his legacy, Stemitz pointed to mentorship and leadership by example, particularly during his time supporting pandemic response operations as executive officer for the 177th Military Police Brigade.
“I’m watching all these individuals walk away from that crucible event where they really formed and learned their trade,” he said. “Now I see them all in more senior positions, and that’s very rewarding for me.”
For today’s Soldiers and leaders, Stemitz offered straightforward advice drawn from his decades of service.
“Don’t be afraid of change,” he said. “And don’t get enamored with your job title.”
He added that adaptability is one of the defining strengths of the National Guard.
“As a National Guardsman, you’re going to be required to do a whole host of things that you never thought you’d be doing,” Stemitz said. “But that’s part of what makes us special and unique—we are able to rise to that challenge.”
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