How do we (as leaders) shape the "military environment?"
Values
SFC Tyler, you make an excellent point about our (senior leaders) perspective, and clearly what are generational differences in culture. Those realities confront each generation as society evolves, and we are not exempt. The solution may lie in our capacity to determine what are the significant issues for which nothing less than strict adherence is required and what are those things which are not our preference, but do not impact unit performance.
My observation about recent additions to our work force is the lack of a sound and firmly fixed set of personal core values. This absences translates directly to breaches in behavioral standards, and is frequently the root of our most significant problems.
(heavy fingers on the keyboard) If we live the example that we should, and work to establish positive relationships with our junior people, I think that gives us a solid place from which to begin transforming the workforce. There is a very pronounced "what's in it for me" attitude in the workforce today, and as mentors we must use that to our advantage to demonstrate that adherence to organizational standards and core values coupled with hard work does actually benefit the service member by increasing opportunities for personal success.
We must also recognize that we may be required to sort the wheat from the chaff. As a newly minted chief, I had a supervisor tell me, "There are times when you will need to identify those people you can save from those you can't. Spend your time with those who going places and realize that there's nothing you can do those people who aren't." In the coming times of fiscal austerity, sorting the wheat from the chaff is going to be a necessity. We can't afford to have members who don't have that military mindset 24/7.
I have observed the same thing in high speed military environments as well as a similar phenomenon in civilian public safety (law enforcement, firefighting, hazmat, etc.). While shared experiences (particularly stressful ones) are frequently catalyst for building team unity, they like every other facet of military life must be managed appropriately or the positive results may ultimately become a negative influence. As leaders, it's on us to establish the tone for how this situation evolves in our environment. If we allow an air of informality to creep in while involved in difficult circumstances, we begin the slippery slope towards more egregious breakdowns in discipline, and such events in high stress situations will be used to justify them in less troublesome times.
We are not victims of circumstances. We have the opportunity to create and maintain the military culture, and as leaders, it's on us to exactly that. For some exceptional insight into how it should be (and has been) done, read Band of Brothers; see the mini series; and watch some of the interviews with Major Dick Winters about this very subject. He repeatedly cautioned his subordinate leaders about allowing an unmilitary familiarity to invade their commands which would degrade the ability of senior leaders to enforce discipline. He understood the implications; behaved accordingly; and despite enduring some of the most brutal combat witnessed by his generation managed to maintain his professional standing within his command. At the conclusion of his service, he is not liked in the conventional sense regarding popularity; he revered by his subordinates in a way that is deeply rooted in respect born of solid performance.
Our culture is the product of centuries of tradition, heritage, regulations, rules and customs. It is our charge and our responsibility to hold fast to those things; and to maintain the appropriate culture. If we as leaders are unwilling to do precisely that, then our organizations will change with the winds of popular social convention. Our military culture is what makes us different...makes us special like no other organization in the nation.
Senior chief rant complete...boy do I feel better!
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