Posted on May 15, 2017
Why Our Military Should Consider a Don’t Care, Don’t Trust Policy
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In 1994, the military implemented a policy called Don’t Ask, Don’t Tell (DADT) that prohibited discrimination and harassment against LGBTQ personnel in the military. DADT was reversed in 2011. With LGBTQ personnel now fully integrated into the military, today we face a different challenge from an erosion of caring. Perhaps today, we should consider a Don’t Care, Don’t Trust (DCDT) policy that addresses the central issue of trust among Soldiers, trust in leaders, and trust in the Army as an institution. A DCDT policy might directly address leaders who don’t genuinely care for or about the soldiers, civilians, and families under their watch.
Have you ever trusted someone or something you didn’t care about? Of course not. Caring is the progenitor of trust. We care about our family and friends and we trust them; well, most of them anyway. We trust our doctors, but do we care about them? You probably should care about them if you want the best care and treatment from them. Although they took a Hippocratic Oath, the human side of them may spend more time with someone they have an emotional connection with. So what does caring have to do with Soldiers, leaders, and the Army as an institution?
Each year, the Army requires all units to take a command climate survey that measures the level of trust amongst Soldiers, trust in leaders and trust in the Army in general. Having completed this survey numerous times and viewed results over the last three decades, I have a few anecdotal observations.
First, trust among Soldiers is built on the “Band of Brothers” concept. If Soldiers don’t care about one another and they act as individuals who are out for themselves, then trust is low. If they build unit cohesion and start to really care about one another, then they look to their left and right and trust that those people will have their backs when the going gets tough. Second, trust in leaders is built on the foundation of leaders caring for and about their soldiers, civilians, and families in their units. If leaders are self-serving and place themselves ahead of those they lead, they are seen as uncaring and untrustworthy. On the other hand, if leaders truly care about their soldiers and look after their soldiers’ interests ahead of their own, they appear to be more genuine, caring, and trustworthy. Finally, for Soldiers to trust the Army as an institution, they must believe that they are being treated fairly and being cared for. When the institution fails, it is because Army leaders fail in caring for others and in applying Army rules, policies, and guidelines fairly and equitably across the ranks. The Army foundation of trust is built with bricks and mortar (caring) and it is only as strong as the degree to which a philosophy of caring permeates the institution.
So, why not consider a Don’t Care, Don’t Trust (DCDT) policy. If you don’t care, why should I trust you?
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This editorial represents my opinion and does not reflect the views or policies of the United States Army Reserve, the US Army or the Department of Defense.
Have you ever trusted someone or something you didn’t care about? Of course not. Caring is the progenitor of trust. We care about our family and friends and we trust them; well, most of them anyway. We trust our doctors, but do we care about them? You probably should care about them if you want the best care and treatment from them. Although they took a Hippocratic Oath, the human side of them may spend more time with someone they have an emotional connection with. So what does caring have to do with Soldiers, leaders, and the Army as an institution?
Each year, the Army requires all units to take a command climate survey that measures the level of trust amongst Soldiers, trust in leaders and trust in the Army in general. Having completed this survey numerous times and viewed results over the last three decades, I have a few anecdotal observations.
First, trust among Soldiers is built on the “Band of Brothers” concept. If Soldiers don’t care about one another and they act as individuals who are out for themselves, then trust is low. If they build unit cohesion and start to really care about one another, then they look to their left and right and trust that those people will have their backs when the going gets tough. Second, trust in leaders is built on the foundation of leaders caring for and about their soldiers, civilians, and families in their units. If leaders are self-serving and place themselves ahead of those they lead, they are seen as uncaring and untrustworthy. On the other hand, if leaders truly care about their soldiers and look after their soldiers’ interests ahead of their own, they appear to be more genuine, caring, and trustworthy. Finally, for Soldiers to trust the Army as an institution, they must believe that they are being treated fairly and being cared for. When the institution fails, it is because Army leaders fail in caring for others and in applying Army rules, policies, and guidelines fairly and equitably across the ranks. The Army foundation of trust is built with bricks and mortar (caring) and it is only as strong as the degree to which a philosophy of caring permeates the institution.
So, why not consider a Don’t Care, Don’t Trust (DCDT) policy. If you don’t care, why should I trust you?
**
This editorial represents my opinion and does not reflect the views or policies of the United States Army Reserve, the US Army or the Department of Defense.
Leadership
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Command Post
Posted >1 y ago
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Damn right. The only reason I got involved in veterans organizations (VFW and AL) is because I care and you can trust that all I do is for my brothers and sisters who serve/served this nation I love. It took me a while when I was on active duty to learn what I believe are the basic rules of leadership: (1) A good leader is a good teacher. You want things done your way, teach your people how to do them your way (and make sure it's the best way). (2) Your job is to make sure that your subordinates have all they need (training, equipment, supplies, knowledge, etc) to accomplish the mission. (3) Your people will work for you only as hard as you work for them. To be honest, I didn't fully understand this until I was a captain. In other words, I cared, but it took me a while to learn how to care.
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MG Peter Bosse Holy Cats, sir! This should be military gospel! ESPECIALLY in areas where all leadership seems to do is just make sure the business stays afloat.
I think the AF (I'm sure in other branches, as well, but that's just the one I'm most familiar with) is suffering such staggering retention issues because a vast majority of leadership see themselves as some level of CEO, instead of a military leader. Pilots are leaving by the bushel because they are being sent on administrative TDYs, instead of flying birds. They are being shown that the leadership doesn't care about the mission, or their talent, in this manner.
The most trusted leaders are the ones that show, beyond a shadow of a doubt, that their soldiers/sailors/airmen/marines are their top priority!
I think the AF (I'm sure in other branches, as well, but that's just the one I'm most familiar with) is suffering such staggering retention issues because a vast majority of leadership see themselves as some level of CEO, instead of a military leader. Pilots are leaving by the bushel because they are being sent on administrative TDYs, instead of flying birds. They are being shown that the leadership doesn't care about the mission, or their talent, in this manner.
The most trusted leaders are the ones that show, beyond a shadow of a doubt, that their soldiers/sailors/airmen/marines are their top priority!
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Trust and respect is earned, it flows both directions.
If the leader does not trust and respect the subordinate, they will care less or not at all for them.
The same is true for the led to the leader.
When subordinates do conduct them selfs in a manner that fosters "earns" trust and respect, they should take personal responsibility for that lack of "care" from their leadership.
But I was not hurting anyone else, ya I got drunk and arrested for disorderly conduct, but it did not hurt the unit, why does my Coc "hate me and not care about me?"
Lack of self respect and discipline.
Lack of respect from the SM to fellow SM's and the unit that must now cover down on a missing SM who is at legal appointments, court dates, jail time. = less respect and care from the unit to the SM.
Lack of respect for the unit by sitting in the officer dry and warm, sipping coffee and surfing porn while the platoon is in the MP breaking track, in the freezing office without heat and and valid work orders to get it fixed, going down town to eat, taking the TMP van, leaving the company to eat nasty, cold, sandy T Rats the night before moving to the box at NTC..all foster a lack of respect from SM to leadership and yup, they don't care about supporting, helping those unit leaders now.
If the leader does not trust and respect the subordinate, they will care less or not at all for them.
The same is true for the led to the leader.
When subordinates do conduct them selfs in a manner that fosters "earns" trust and respect, they should take personal responsibility for that lack of "care" from their leadership.
But I was not hurting anyone else, ya I got drunk and arrested for disorderly conduct, but it did not hurt the unit, why does my Coc "hate me and not care about me?"
Lack of self respect and discipline.
Lack of respect from the SM to fellow SM's and the unit that must now cover down on a missing SM who is at legal appointments, court dates, jail time. = less respect and care from the unit to the SM.
Lack of respect for the unit by sitting in the officer dry and warm, sipping coffee and surfing porn while the platoon is in the MP breaking track, in the freezing office without heat and and valid work orders to get it fixed, going down town to eat, taking the TMP van, leaving the company to eat nasty, cold, sandy T Rats the night before moving to the box at NTC..all foster a lack of respect from SM to leadership and yup, they don't care about supporting, helping those unit leaders now.
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Sir, good points and I believe this already exists (though not formally). Kind of like the If I trust you I show up and visit with you and your Soldiers; if I don't I show up and inspect the piss out of you and your Soldiers concept.
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Great post MG Peter Bosse! I agree that the idea of caring and trust go hand-in-hand. We, as humans, rather work with those that have given us the results we want rather than work this those that haven't. That is because they have demonstrated their care towards us and we then trust them again and again. RallyPoint is a great example of that. Here, with over 1.1 million members, we have built a truly caring and trustworthy community. I have seen the results I came here after because people truly care about getting the right information to the right people. I've built a large trust in people like SSG James J. Palmer IV aka "JP4" and SSG Carlos Madden. With these two, and many others, I know that if I need something, they have my back and they know I have theirs.
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LCpl Shane Couch
I'd like to think that with all of us, no matter our views on politics or what have you. We as brothers and sisters in arms will always have that tight family bond whether we personally know each other or not.
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A true leader could never abide with a "don't care, don't trust" policy for the essence of leadership is service of self making servant leadership axiomatic to all levels. A leader who has followers simply must demonstrate care for them at a level where the subordinates feel it despite that care being largely not vocalized. Dependence on rank to get subordinates to perform their jobs as the sole linchpin of authority guarantees compliance when being watched but those subordinates will not render loyalty during trying times. Lieutenants as the historic leaders of small but still substantial units that engage enemy units in combat have learned the need to inspire devotion from subordinates because their lives depend on the soldiers under their command. A good leader must become the norm because substandard leaders who portray themselves indifferent to their troops become battlefield casualties quickly.
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SFC Shannon Ford
It's a simple concept, which you alluded to. Leadership. Leadership is getting those folks to do what is needed based upon charisma, competence, knowledge, care and concern, and at the bottom end of the line, some rank to make it happen. You can lead as a peer, or a commander, or something in between. But it's leadership. We can talk about "true leadership" until we're blue in the face. The only folks who see it, truly, are those being led.
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I believe the true problem started in the mid-'70's when DOD instituted the "management" program for the military. A military unit can not be managed, it must be lead. This management program has lead to the discontent of today's Military. I saw it happening towards the end of my active service, Officers became managers and CEO's with little if any leadership training. The Military must reverse course and return to "Leaders" with a thorough understanding of the term. These leaders must also have the Military training for their positions, a degree in Business Administration does nothing for an Artillery Officer
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MG Peter Bosse I would love to serve underneath you. It is your type of thinking and leadership that is a no-nonsense take care of Soldiers and they will take care of you that we need. I recently visited my old company and I told stories of what I remembered most about each of them when I talked to them one-on-one. It was not for the sake of hearing my voice but to share an individual memory with them and show that they truly were and are important and cared about. It is that genuine concern for my Soldiers that I feel helps me lead effectively. Without the genuine concern (they know if you are asking just to ask or asking because you actually care) you are just someone who is distant and unable to relate to your troops and therefore unable to truly assess their abilities and apply them to execute the mission in the most effective and efficient way.
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I would recommend every leader to read the GOs article and then stay away from it. This is PC bait. You have Army Regulations to follow and enforce. Treat every Soldier with dignity and respect. Once you start to categorize your Soldiers into groupings you will become an easy mark to remove by the very GOs pushing this policy.
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I am unsure what the policy is that you are proposing. You do eloquently state how things actually are when leaders don't care. I experienced this first hand in my last unit before I got out. It was pretty clear that my chain of command didn't care, as such I didn't trust them. There were a couple of leaders in the chain that did care but by and far most did not. I did not trust them with my Soldiers' or my lives or anything else for that matter. As such, it became the largest reason I chose to ETS after 9 years of service.
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