Posted on Nov 9, 2014
Is the Army too much "stick" and not enough "carrot"?
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My personal perspective is the Army is trying to make individuals more responsible for their careers, gear, physical fitness, etc. However progressive this idea, my sense is Soldiers are not responding as planned. Accordingly, the Army creates penalties for non compliance to the point where there seem to be more punishments than rewards.
Is this just my imagination running away with me or am I on to something?
Is this just my imagination running away with me or am I on to something?
Military bearing
Morale
Fitness
Edited 10 y ago
Posted 10 y ago
Responses: 8
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1SG Blount, it's also a lot easier to "act" Army Strong than it is to actually be Army Compassionate. Many people think Compassionate is weak. The time to be more compassionate is when the bullets aren't flying--when we can turn our attention toward taking care of our wounded, our widows, and orphans. We'll still get the mission done, we'll still maintain order and discipline, and might earn more loyalty and respect in the process.
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SGM (Join to see)
SSG Everett, agree that Compassion is part of several characteristics. The word and ideal doesn't get much independent discussion. Agree that a DI is a memorable leader; however their mission is to transform civilians into soldiers who can receive and carry out orders. I will never forget my Drill Sergeant Robinson as the best all-around NCO I ever saw--because he not only knew how to be a DI, he knew how to be an NCO and a basic soldier. And he did have compassion--even if we rarely saw it. Yes, as the Platoon Guide, it was my job to recommend the carrots and sticks throughout basic and AIT. Some of the rewards were called privileges--some are necessary as part of the carrots--yet real leaders shun perks. There were far more kicks than pats in basic as that is the nature of such very basic training. The reward was to become a full fledged soldier who could survive in combat, maybe with a new stripe.
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SSG Tim Everett
1SG Michael Blount I've never been a drill sergeant but I spent almost two years in an IET status thanks to DLIFLC and the subsequent MI MOS training. So my experience is limited to the point of view of a trainee, and I am not prepared to armchair-quarterback any Drill Sergeants.
I'm not sure how to phrase it properly and I hate for it to sound like I'm talking down about the NCOs who mentor and train Army soldiers -- I'm very much supportive of the things Drill Sergeants do. But if I may offer personal speculation, that sounds like a system, leadership, or personality issue. From my perspective, again as a trainee, I feel like the majority of my drills back in the mid-90s motivated me through a combination of authority, my own personal desire to avoid getting my behind kicked, and mostly their professionalism and their commitment to making me a successful soldier. That was the mid-90s, I'm not sure what it's like now but I've heard from kids that I've sort of mentored or shuffled into the direction of an Army career. I always treat it as secondhand rumour.
So to circle back to the carrot/stick issue in your original post, maybe the Army could take the time to invest in some sort of troubleshooter program similar to what civilian corporations do -- problem fixers, as it were. We're rapidly drawing down forces, pulling troops out of combat zones, and reducing our global footprint. In short, after 13+ years of war, it's going back to a garrison Army. Perhaps as the Army restructures things, it could start changing the way its systems, rules & regulations, and its leaders both NCO and officer, approach proper motivation as soldiers. Because the Army I remember (I ETS'd in 2004) was all about motivating us to always strive to achieve 100% of 100%. The only time I ever heard about negative consequences for career achievements came down to failing a PT test, failing to qualify, or failing to get promoted to the next rank within a certain amount of years (I can't remember what it used to be called).
I hope this helps. If not, I'll move out and draw fire! haha
I'm not sure how to phrase it properly and I hate for it to sound like I'm talking down about the NCOs who mentor and train Army soldiers -- I'm very much supportive of the things Drill Sergeants do. But if I may offer personal speculation, that sounds like a system, leadership, or personality issue. From my perspective, again as a trainee, I feel like the majority of my drills back in the mid-90s motivated me through a combination of authority, my own personal desire to avoid getting my behind kicked, and mostly their professionalism and their commitment to making me a successful soldier. That was the mid-90s, I'm not sure what it's like now but I've heard from kids that I've sort of mentored or shuffled into the direction of an Army career. I always treat it as secondhand rumour.
So to circle back to the carrot/stick issue in your original post, maybe the Army could take the time to invest in some sort of troubleshooter program similar to what civilian corporations do -- problem fixers, as it were. We're rapidly drawing down forces, pulling troops out of combat zones, and reducing our global footprint. In short, after 13+ years of war, it's going back to a garrison Army. Perhaps as the Army restructures things, it could start changing the way its systems, rules & regulations, and its leaders both NCO and officer, approach proper motivation as soldiers. Because the Army I remember (I ETS'd in 2004) was all about motivating us to always strive to achieve 100% of 100%. The only time I ever heard about negative consequences for career achievements came down to failing a PT test, failing to qualify, or failing to get promoted to the next rank within a certain amount of years (I can't remember what it used to be called).
I hope this helps. If not, I'll move out and draw fire! haha
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1SG Michael Blount
SSG Tim Everett - may also have something to do with training countless numbers of Privates day in, day out for ten weeks, catch a one week cycle break, then do it all over again. Active Duty gets to do this for three YEARS. That's a lonnnnng time.
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SSG Tim Everett
1SG Michael Blount fair enough, when I consider that, I can understand completely. I appreciate your insight and experience on this. I suddenly feel very old, especially considering if I'd stayed in, this would be my 20th year.
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I wonder if this is part of the downsizing. Weed out the self-motivated from those who require constant oversight/incentives. For me, promotion is about the only incentive I need to take control of my own career.
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1SG Michael Blount
@MAJ Ian Dews - I heard that, sir. After a while, climbing that ladder becomes a means in itself
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1SG Blount...I suppose that depends on which end of the Green Machine Shaft we are on....I do believe the kick to pat ratio is often out of balance, mainly because of weak leaders who tend to resort to authority they know they have, rather than respect they know they don't have. Enlightened leaders do not lack will, nor must they often impose it.
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