Junior Officers
Junior Officers
Posted on Jun 13, 2019
What are the biggest things you see lacking in new junior officers today?
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Read on if you want the details, but I think we'd all benefit from any sort of feedback.
There was a fair bit of news I read up on last year about complaints coming out of the force; enlisted and commissioned components were producing new soldiers who weren't tough enough and weren't professional. That seems to line up with my experience for the most part, I've been in 11 years. I did some work on it for my BN, please push back on my ideas.
It might help to balance out the question by also mentioning what you think junior officers excel at in today's military.
Older RP posts that seem to relate:
https://www.rallypoint.com/command-post/new-officers-listen-up
https://www.rallypoint.com/answers/what-are-some-of-your-expectations-for-new-junior-officers
https://www.rallypoint.com/answers/what-is-the-one-piece-of-advice-you-give-junior-enlisted-officers-who-want-to-make-the-military-a-career
My opinion:
Perhaps Junior officers must understand their military service as both a service to their country and a development in their citizenship. Over the past thirty years the Army has developed this idea into what we now call the Army Profession. Essential in understanding this evolution of thinking is a thorough examination of the Army Ethic. The Army expects all of its leaders to behave ethically at all times, without exception. Therefore, having a thorough understanding of the Army Ethic is absolutely critical to living out Army professionalism. What’s more, different news agencies in 2018 reported on the lack of discipline and general professionalism that Army leaders have expressed seeing in new soldiers for both enlisted and commissioned components. Such lack of professionalism has caused a restructuring of certain schools within TRADOC, such as the Advanced Camp for cadets. Therefore, it is my conclusion that today’s Army needs a thorough understanding of the Army Ethic as a lifelong philosophy.
This only makes sense given the proper scope/operational horizon. The Army Ethic orients itself around accomplishing these three foundational missions:
1. The preservation of peace.
2. The victory of the nation’s wars.
3. The exemplification of the warrior ethos.
Our Army is an intensely complex organization that aggressively defends the United States and an ethic is a set of moral principles that interweaves into every part of one’s behavior. To effectively outline a combination of the two is no simple task, nor is it one that is ever truly finished. Hence, the Army Ethic is a developing professionalism. ADRP 1 states that “living by and upholding the Army Ethic is our life-long commitment.” It seeks to influence every member in its rank from the highest to lowest of levels. This ethic is not the same as it was in 2001, nor will it be the same ten years from now. Yet, it will always be the basic measure of comportment for a soldier not only during their service, but after their service. Thus, the purpose of the Army Ethic is the ethical, effective, and efficient accomplishment of the mission. More profoundly, the Army Ethic is an evolving philosophy of conduct for the American warrior which builds character for eventual American citizenship.
The key task for the Army Ethic can therefore be defined as an establishment of professionalism. This is to say, that an Army professional is one who firmly grasps the framework of the Army Ethic and displays competence, character, and commitment in stewardship of the Army as a whole. Former Secretary of Defense James Mattis once said “Look past the acrimony that sometimes surrounds issues and find a common cause of each other to take this country where it belongs in terms of its concern for each other.” All soldiers can unite around the Army Profession and the deep traditions of the U.S. military. Yet, we must foster our concern for each other by also uniting around the Army Ethic.
It is important that as service members we never forget that any level of service in the Armed Forces is a profound adherence to a set of “moral-ethical obligations”. Such is reflected in the oaths all military personnel declare when they contract with the U.S. Army. However, it is my sincere belief that our warrior philosophy extends beyond our obligations and into our identities as Americans. Thus, the Army Ethic is something we should always carry with us. As the Army Ethic White paper states, the ethic “unites the uniformed services in their common calling of supporting, defending, and upholding the Constitution in service to our country.” I believe it is important to remember that once a soldier takes their oath before God and country, they never renounce it. Once someone joins the U.S. military, they forever reflect the military profession.
There was a fair bit of news I read up on last year about complaints coming out of the force; enlisted and commissioned components were producing new soldiers who weren't tough enough and weren't professional. That seems to line up with my experience for the most part, I've been in 11 years. I did some work on it for my BN, please push back on my ideas.
It might help to balance out the question by also mentioning what you think junior officers excel at in today's military.
Older RP posts that seem to relate:
https://www.rallypoint.com/command-post/new-officers-listen-up
https://www.rallypoint.com/answers/what-are-some-of-your-expectations-for-new-junior-officers
https://www.rallypoint.com/answers/what-is-the-one-piece-of-advice-you-give-junior-enlisted-officers-who-want-to-make-the-military-a-career
My opinion:
Perhaps Junior officers must understand their military service as both a service to their country and a development in their citizenship. Over the past thirty years the Army has developed this idea into what we now call the Army Profession. Essential in understanding this evolution of thinking is a thorough examination of the Army Ethic. The Army expects all of its leaders to behave ethically at all times, without exception. Therefore, having a thorough understanding of the Army Ethic is absolutely critical to living out Army professionalism. What’s more, different news agencies in 2018 reported on the lack of discipline and general professionalism that Army leaders have expressed seeing in new soldiers for both enlisted and commissioned components. Such lack of professionalism has caused a restructuring of certain schools within TRADOC, such as the Advanced Camp for cadets. Therefore, it is my conclusion that today’s Army needs a thorough understanding of the Army Ethic as a lifelong philosophy.
This only makes sense given the proper scope/operational horizon. The Army Ethic orients itself around accomplishing these three foundational missions:
1. The preservation of peace.
2. The victory of the nation’s wars.
3. The exemplification of the warrior ethos.
Our Army is an intensely complex organization that aggressively defends the United States and an ethic is a set of moral principles that interweaves into every part of one’s behavior. To effectively outline a combination of the two is no simple task, nor is it one that is ever truly finished. Hence, the Army Ethic is a developing professionalism. ADRP 1 states that “living by and upholding the Army Ethic is our life-long commitment.” It seeks to influence every member in its rank from the highest to lowest of levels. This ethic is not the same as it was in 2001, nor will it be the same ten years from now. Yet, it will always be the basic measure of comportment for a soldier not only during their service, but after their service. Thus, the purpose of the Army Ethic is the ethical, effective, and efficient accomplishment of the mission. More profoundly, the Army Ethic is an evolving philosophy of conduct for the American warrior which builds character for eventual American citizenship.
The key task for the Army Ethic can therefore be defined as an establishment of professionalism. This is to say, that an Army professional is one who firmly grasps the framework of the Army Ethic and displays competence, character, and commitment in stewardship of the Army as a whole. Former Secretary of Defense James Mattis once said “Look past the acrimony that sometimes surrounds issues and find a common cause of each other to take this country where it belongs in terms of its concern for each other.” All soldiers can unite around the Army Profession and the deep traditions of the U.S. military. Yet, we must foster our concern for each other by also uniting around the Army Ethic.
It is important that as service members we never forget that any level of service in the Armed Forces is a profound adherence to a set of “moral-ethical obligations”. Such is reflected in the oaths all military personnel declare when they contract with the U.S. Army. However, it is my sincere belief that our warrior philosophy extends beyond our obligations and into our identities as Americans. Thus, the Army Ethic is something we should always carry with us. As the Army Ethic White paper states, the ethic “unites the uniformed services in their common calling of supporting, defending, and upholding the Constitution in service to our country.” I believe it is important to remember that once a soldier takes their oath before God and country, they never renounce it. Once someone joins the U.S. military, they forever reflect the military profession.
Junior Officers
Development
Ethics
ROTC
Edited 5 y ago
Posted 5 y ago
Responses: 16
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The issue I see with young officers - and this is not a new phenomenon at all - is blurring the distinction between knowing WHAT to do and knowing HOW to do it. An officer's job, all the way from General to 2d Lieutenant is to make decisions - sound decisions based on the mission and what they have available for manpower and resources to service targets and get stuff done. It is NCO business to figure out HOW to carry those orders out. A LT that gets in the business of how to do things is a micromanager that will rapidly lose perspective on the problem set as they delve deeper in the minutae of the details. This flaw will persist if it is not addressed early.
A little later in life when they make Captain or LTC and get command, officers nearly to a man contract what I call "new commander's syndrome." Basically, it is not being able to discern what is important from what is noise or the business of a delegated authority, and trying to be personally involved in all the issues within the command. Once again, they get buried in the minutae and lose perspective. There are certainly issues that require command involvement and guidance, don't get me wrong. But the commander's job is to make decisions, not so much to "do things". He/she has people for that. Eventually, most figure it out and begin to trust subordinates to do THEIR jobs and keep issues from rising to the point of requiring command involvement.
Typically, the Sr NCO that supports an officer at all levels of the Army has a pretty good idea of how to do things, and the experience to back that up. That is why the Army in it's infinite wisdom chose to issue a Sr NCO to officers at all levels of leadership. A wise officer learns to listen to that NCO early on. A less wise officer figures that out eventually (most of them fall in this category). A failed officer never learns this, and tries to do it all through their own abilities.
A little later in life when they make Captain or LTC and get command, officers nearly to a man contract what I call "new commander's syndrome." Basically, it is not being able to discern what is important from what is noise or the business of a delegated authority, and trying to be personally involved in all the issues within the command. Once again, they get buried in the minutae and lose perspective. There are certainly issues that require command involvement and guidance, don't get me wrong. But the commander's job is to make decisions, not so much to "do things". He/she has people for that. Eventually, most figure it out and begin to trust subordinates to do THEIR jobs and keep issues from rising to the point of requiring command involvement.
Typically, the Sr NCO that supports an officer at all levels of the Army has a pretty good idea of how to do things, and the experience to back that up. That is why the Army in it's infinite wisdom chose to issue a Sr NCO to officers at all levels of leadership. A wise officer learns to listen to that NCO early on. A less wise officer figures that out eventually (most of them fall in this category). A failed officer never learns this, and tries to do it all through their own abilities.
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1LT (Join to see)
So how does one balance the desire to be an officer who lives out sincere leadership that cares for soldiers?
Seems like that hope to achieve good things for the people under your command can tempt an officer to be a little more involved in the minute details and lead to what you are calling the new commander syndrome. If I am picking up you what you're laying down, you're saying that junior leadership needs to remember the bigger picture and their small part in it. A lot of that consists of expertise, trust in others, and proper delegation, not direct level leadership.
Teamwork makes the dreamwork?
Seems like that hope to achieve good things for the people under your command can tempt an officer to be a little more involved in the minute details and lead to what you are calling the new commander syndrome. If I am picking up you what you're laying down, you're saying that junior leadership needs to remember the bigger picture and their small part in it. A lot of that consists of expertise, trust in others, and proper delegation, not direct level leadership.
Teamwork makes the dreamwork?
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Pat, I'm going to share a few things with you that I wish someone older/wiser had with me when I was a JO.
First, never forget that 90% of what you're being taught now is largely indoctrination. Some of it has practical application in the "real world", but much of it does not. You're going to discover, soon enough, that the average Solider, Sailor, Airman, or Marine is serving for a wide range of varying reasons, many of them ultimately self-serving. More to the point, you're going to realize (at some point) that there's nothing particularly wrong with that. They're paid very little, asked to do a great deal, and put up with even more-often for reasons that have more to do with economics than ethics. If their primary reasons for serving are to get an education or benefits, learn a trade, have some adventure while they're young, gain a sense of belonging, or pride in accomplishment...those are the REAL motivations you can work with. Try selling them on lines from a leader's "smart book"... and well, there's better ham in the DFAC.
Second, realize right now that being an officer is about perspective. You will never know as much as some of the people you will lead; neither about the Military... or life in general. However, many of them will never "see" either from your point of view. Your choice is to either adapt the way you apply those views to be an asset...or become trapped (and ultimately undone) by your own perceptions.
Finally, the profession of arms only exists because humanity is inherently amoral. Government and societies, largely comprised of those who'd rather not fight for what they demand... often promote the idea that we're somehow "paragons" of their higher ideals. They put us in splendid uniforms to give us a sense of being truly special. They award us decorations designed to inspire others to do more. They give us traditions, songs, movies, even awesome, distinctive titles... and all for good reasons. However, it all comes down to a bullet in a barrel, carried under uncomfortable circumstances by someone's child, sibling, or spouse... that's got to be fired at someone else; someone who has equally been led to believe they too, are "special".
Any "professionalism" associated with that reality should be laser-focused on ensuring that the special people under your command survive that encounter... or failing that, are not lost in vain. Away from battle, it's about upholding standards; not because they exist... but because they exist for a reason. If something is demanded that serves no purpose, it's about having the courage to challenge it (you're given authority for a reason)... while having the prudence to understand there are some fights you can't win (which is why you're given only so much authority).
In conclusion, you're a good man Pat; I'm sure you'll make a fine officer, and a finer citizen. Just remember that there is often a difference between what makes a good solider, and a good human being. Sometimes, your people are going to need one more than the other... the "trick" is understanding when and how.
First, never forget that 90% of what you're being taught now is largely indoctrination. Some of it has practical application in the "real world", but much of it does not. You're going to discover, soon enough, that the average Solider, Sailor, Airman, or Marine is serving for a wide range of varying reasons, many of them ultimately self-serving. More to the point, you're going to realize (at some point) that there's nothing particularly wrong with that. They're paid very little, asked to do a great deal, and put up with even more-often for reasons that have more to do with economics than ethics. If their primary reasons for serving are to get an education or benefits, learn a trade, have some adventure while they're young, gain a sense of belonging, or pride in accomplishment...those are the REAL motivations you can work with. Try selling them on lines from a leader's "smart book"... and well, there's better ham in the DFAC.
Second, realize right now that being an officer is about perspective. You will never know as much as some of the people you will lead; neither about the Military... or life in general. However, many of them will never "see" either from your point of view. Your choice is to either adapt the way you apply those views to be an asset...or become trapped (and ultimately undone) by your own perceptions.
Finally, the profession of arms only exists because humanity is inherently amoral. Government and societies, largely comprised of those who'd rather not fight for what they demand... often promote the idea that we're somehow "paragons" of their higher ideals. They put us in splendid uniforms to give us a sense of being truly special. They award us decorations designed to inspire others to do more. They give us traditions, songs, movies, even awesome, distinctive titles... and all for good reasons. However, it all comes down to a bullet in a barrel, carried under uncomfortable circumstances by someone's child, sibling, or spouse... that's got to be fired at someone else; someone who has equally been led to believe they too, are "special".
Any "professionalism" associated with that reality should be laser-focused on ensuring that the special people under your command survive that encounter... or failing that, are not lost in vain. Away from battle, it's about upholding standards; not because they exist... but because they exist for a reason. If something is demanded that serves no purpose, it's about having the courage to challenge it (you're given authority for a reason)... while having the prudence to understand there are some fights you can't win (which is why you're given only so much authority).
In conclusion, you're a good man Pat; I'm sure you'll make a fine officer, and a finer citizen. Just remember that there is often a difference between what makes a good solider, and a good human being. Sometimes, your people are going to need one more than the other... the "trick" is understanding when and how.
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SSgt Terry P.
LCDR Joshua Gillespie Very perspicacious comment,Sir,could be applied to almost anyone in a leadership position.
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1LT (Join to see)
Thank you for sharing your wisdom sir, I greatly appreciate it and I'll take it to heart.
You know, it's interesting to see the renewed spirit of dedication in me as I near the end of ROTC. Enlisted wise, I had become pretty pessimistic and resistent to the typical Army spiel that comes out if TRADOC environments these days.
But after busting my butt for a few years, I started to buy into a lot of the key principles and ideas. This time around in the commissioned side of things, my formation wasn't so much of an indoctrination as it was humbling myself in service.
I like to think I can still point out BS when I see it, but maybe not. A lot of what you are saying is hard to replicate and apply in this ROTC environment. It's a sheltered world and I look forward to getting back to the main force to have my character sharpened again in some of the ways you are mentioning here.
You know, it's interesting to see the renewed spirit of dedication in me as I near the end of ROTC. Enlisted wise, I had become pretty pessimistic and resistent to the typical Army spiel that comes out if TRADOC environments these days.
But after busting my butt for a few years, I started to buy into a lot of the key principles and ideas. This time around in the commissioned side of things, my formation wasn't so much of an indoctrination as it was humbling myself in service.
I like to think I can still point out BS when I see it, but maybe not. A lot of what you are saying is hard to replicate and apply in this ROTC environment. It's a sheltered world and I look forward to getting back to the main force to have my character sharpened again in some of the ways you are mentioning here.
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LCDR Joshua Gillespie
Pat-You're more than welcome. Having been an enlisted man, and spent a reasonably significant time in the Service already (not to mention being a father-THAT will help enormously I think) , you have a huge advantage over some kid coming out of high school, straight into ROTC or the Academy (like yours truly). You've had time to mature, and you know what it's like to be on the "short end of the stick", and your Soldiers will expect more from you because of it. Some of the best (and admittedly, a few of the worst) JOs I served with were priors; the best all had a few traits in common-they always put their people first, always took accountability, and always remembered that they had left one world behind in order to enter another. As you have very accurately observed-the ROTC environment (any commissioning source that is) is not like being out with the "real" Army... but there are values they (should) promote that will serve you well out there. Good luck, and God Bless-
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