Posted on Oct 7, 2014
SGM Senior Adviser, National Communications
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Someone recently asked for my definition. Here it is:

Headquartersitis is a disease that may be unique to Washington DC. The virus-like illness tends to exist in clusters. It is believed to spread from person to person by breathing lofty air in offices and subways. The illness is first presented by a smug appearance and an air of pseudo-authority. Symptoms randomly manifest via repetitive streams of self-fulfilling prophesies, paternalistic approaches, and reckless disregard for the welfare of less fortunate workers in the field who tend to be naturally immune. Clusters are identified by cliques who tend to reward one another. Left untreated, the disease reaches a critical point marked by delusions. Diagnosis can be confirmed by a patient’s steadfast belief that people who work in the beltway are elite Savants. Such delusions often spiral into a thick morass of uncontrolled feelings of self-importance, criminal acts, and epidemics of extremely low morale centered around the patient. Treatments are few. They include repeated exposures to media headlines, banishment, incarcerations, resignations, or retirement. The first recorded case of H-disease was in 400 BC, among politicians during the sack of Rome.
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LTC Acquisition Intelligence
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I cannot speak at all to DC; closest I got was a year of school at Quantico. What I have seen is that we (at least the "we" I am part of) continually blame "higher" for many problems throughout our careers. The problem I have is the recent realization that I am "higher" compared to where I was 15 years ago, 10 or even 5.

In my case, I now wonder how much of the problem is the leader, and how much is the LED?
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SGM Senior Adviser, National Communications
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Maj Snyder, you are of course, correct that we each share responsibility. I am a fan of telling my "boss" that my job exists to help make him successful. His job exists to make us both successful in accomplishing the mission. The best leaders are also the best followers!
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LTC Acquisition Intelligence
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Didn't mean to put "led" in all caps...stupid auto-correct. I think the problem is lack of leadership and teamwork at various levels of the organization.
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LTC Acquisition Intelligence
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SGM, I just have to make sure I don't turn into one of the jerks I used to hate "up there"!
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SGM Senior Adviser, National Communications
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Maj Snyder--yes sir, we've definitely got to remain vigilant to avoid becoming the very thing we despise.
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COL Strategic Plans Chief
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Yeah...not sure you're describing the DC area properly. For the majority of those assigned, the "HQ'itis" you are describing is nigh impopssible to achieve. More often than not, for the majority of people there, it is the opposite. A feeling of powerlessness and being "one man on the oar." Hard to feel superior when you are chained to an oar with the drum beat in the background, and those around you are sweating and grunting away on their own oars. I've seen this in other places, but not DC. Smaller HQ...big fish in a small pond scenario...that's where it comes into play. Maybe at the GO level in DC, but even then...unless you are a 3 or 4 star, you don't have a "corner office."
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SGM Senior Adviser, National Communications
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LTC Halvorson, true. However we are usually only as powerless as we think we are--at least according to the degree of risk that we are willing to take. Folks who have not walked in a commissioned officer/Commander's shoes will never fully understand the type of pressure officers are under. That said, the Pentagon experience can teach a budding future colonel many useful skills. Yes, survival is one of them, perseverance, patience, the realities of politics, and building relationships are others...
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CSM Director, Market Development
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I was exposed to that virus for 12-months @ McNamara Headquarters Complex. Luckily I was inoculated early in my career.
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SGM Senior Adviser, National Communications
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CSM Bentley, hoooahh.
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