Garrison Life and Leadership in the Future

1SG Steven Stankovich — Thu, 14 Aug 2014 13:06:39 -0400

Let me see a show of hands. How many of you have been deployed? How many have been deployed more than once? We have the most tactically competent fighting force that the world has ever seen.

How many of you have spent two consecutive years in a garrison environment (not including training exercises)? Three years? Four? I was in the Army for eight years before I went to Bosnia. It was then another six years before I went to Afghanistan.

With the overall Operations Tempo (OPTEMPO) slowing down, more time at home station means new challenges for us. I remember the days before the Global War on Terror. There were daily room inspections, daily open ranks inspections, motor stables and Sergeants Time training. I remember getting counseled every month as a Soldier and more than the required once a quarter when I was a young Sergeant. A lot of you out there may not remember that, and that’s not your fault. It is a much different Army now than it was 23 years ago, and it will be a much different Army five years from now.

We can’t take all of our battle hardened Soldiers and place them in a jar that says “break glass in case of war.” We have to open our eyes to an Army that some of you reading this have never seen. A lot of CSMs and 1SGs will say that we as an Army are coming full circle. I can understand that, but I do not necessarily agree. I believe that we, the senior NCOs have a lot to bring to the table about the way it used to be. Good experiences with the garrison environment, with training, and day-to-day operations without war. So it is time to turn to you.

There will be challenges. I know that there are a few of you out there, myself included, a few years ago, that did what had to be done for those eight or 12 months between rotations to ensure you had all of your Soldiers for the next engagement. We may have cut some corners about chapters, flags, etc. Those Soldiers just had a few issues in garrison. Nothing we can’t handle internally.

That kind of outlook is not the way ahead. The Army is heading towards more garrison time. There will be more time between deployments. There will be more time for your Soldiers, and some of your peers, to find new ways to make you say “I thought I had seen it all.”

So what do we do? What worked for me and my peers 20 years ago may not apply now. We have to get back to developing total Soldiers. Soldiers who can fight and can raise the flag in the morning. Soldiers who have mastered warrior tasks and battle drills and can recognize each NCO in their NCO Support Channel. The total Soldier concept. That needs to be the goal. Total Soldier equals Total Army.

So how do we define the way ahead? How do you ensure that your Soldiers are “total Soldiers” in this time of change? How do you do that and ensure that you are also growing as a Leader?

Response by SSG(P) Private RallyPoint Member made Aug 14 at 2014 1:18 PM

SSG(P) Private RallyPoint Member — Thu, 14 Aug 2014 13:18:58 -0400

I've been deployed twice. From my first deployment until the end of my second deployment, I don't think I was in a garrison environment for more than a year and a half at the most.

Recently, I did a 15 month assignment at Fort Leavenworth, and then got assigned here in Korea. I am a flexible kind of guy and adapt to new surroundings fairly easily, so the transition hasn't been too rough for me.

In both environments there are advantages and disadvantages. Garrison is the "by the book" Army and deployments are "whatever works" to keep you safe/alive rules. I think a good Soldier should be able to transition back and forth between the two environments. That is what all this "resilience" stuff is about, right?

Response by CPT Private RallyPoint Member made Aug 14 at 2014 2:37 PM

CPT Private RallyPoint Member — Thu, 14 Aug 2014 14:37:58 -0400

It's a good point and when you look at the QSP and OSB board results it shows that deployment time was not a necessary indicator of those in which the Army chose to retain.

Response by SGT Richard H. made Aug 14 at 2014 3:38 PM

SGT Richard H. — Thu, 14 Aug 2014 15:38:05 -0400

I was deployed once in 9 years.

If I was the "the man", what I would want to see us doing as a Garrison Army is spending a lot of time on training evolutions. Yes, there's always boot polishing and rock painting to be done, but I would never want to see a return to that as a primary time-filling focus. Remember the days of [insert your division name here] training, where one day, or even a half day a week was devoted to field training of some kind? Why not reverse that and devote one day to garrison housekeeping? I bet it would make a better Army than the other way around.

Response by MSG Private RallyPoint Member made Aug 14 at 2014 8:06 PM

MSG Private RallyPoint Member — Thu, 14 Aug 2014 20:06:00 -0400

"So how do we define the way ahead? How do you ensure that your Soldiers are “total Soldiers” in this time of change? How do you do that and ensure that you are also growing as a Leader?"

I see the road ahead challenging for some soldiers and leaders, but great soldiers and leaders will adapt.

Personally, I believe that Senior NCOs need to dedicate more time mentoring and couching the younger generations of NCOs and junior enlisted(not babysitting). We should empower the younger soldiers to make decisions and
learn from those decisions. This will allow soldiers to mature and gather some knowledge from this complex profession.

Response by SFC Private RallyPoint Member made Aug 15 at 2014 10:35 AM

SFC Private RallyPoint Member — Fri, 15 Aug 2014 10:35:39 -0400

The first thing is the uniform. The ACU has taken the "pride" out of the appearance of the Soldier. The Army has to stop changing the standard and start enforcing the standards. It seems like the Marines havent really changed much from the 90s til now, unlike the Army. The Army needs to have a standard and you either meet it or find new employment. Its to much gray area in the Army now.

I would like to see NCOPD seperated by junior and senior NCOs. In my opinion I dont want to sit through hours of how to do a proper counseling, as a SFC I should already be tracking on that. I would like dos and donts, tips, and the proper way how to mentor seasoned SSGs. How to properly rate my Squad Leaders on their NCOers. I would like to master my level. I think once you make SFC you are kind for forgotten about because people think you are going to retire. Just my opinion.

Garrison is not hard for most support MOSs, due to we are still doing our job in Garrison, unlike combat arms MOSs.

Response by SSG Trevor S. made Aug 15 at 2014 9:01 PM

SSG Trevor S. — Fri, 15 Aug 2014 21:01:36 -0400

Deployments:
3 x Afghanistan
2 x Iraq
1 x Macedonia

Tours:
1 year Korea
3 years Germany

Response by SFC(P) Private RallyPoint Member made Aug 17 at 2014 12:25 PM

SFC(P) Private RallyPoint Member — Sun, 17 Aug 2014 12:25:45 -0400

I will take a deployment every time provided it not one of those missions where u get to seat around; things get stupid just as is back in the Garrison: leadership just look for stuff to get soldiers into trouble.

Response by MAJ Private RallyPoint Member made Aug 21 at 2014 7:37 PM

MAJ Private RallyPoint Member — Thu, 21 Aug 2014 19:37:27 -0400

My concern comes from the concept that there is a "no rules" deployment mindset. Well, even if not "no rules" then at a minimum relaxed rules. I think this is wrong thinking. There are things we let slide that had nothing to do with safety issues in the field. Things like rolling our sleeve in, wearing ball caps (for those who have been MiTTs or ETTs), walking and talking on cell phones. You see this behavior now stateside in the "garrison" environment because some people have spent so long deployed that they've forgotten (or chosen to forget) what right looks like.

The lack of attention to detail in the "new normal" garrison environment just undermines those leaders (NCO and Officer) who are trying to enforce the standards. When you see a MAJ or senior NCO who rolls their sleeves in, or is walking and talking, everyone junior can question the orders they've been instructed to follow.

Response by SGT Mark Heathco made Sep 11 at 2014 7:22 PM

SGT Mark Heathco — Thu, 11 Sep 2014 19:22:43 -0400

Spent ten years in South Korea from 1978 to 1991 with 385 combat patrols inside the dmz with nine rotations up to the dmz LOVED EVERY MINUTE OF IT HOOOOOAH am happy am married with three kids Keep the faith brothers Least we be forgotten.

Response by MAJ Private RallyPoint Member made Sep 22 at 2014 7:09 PM

MAJ Private RallyPoint Member — Mon, 22 Sep 2014 19:09:33 -0400

We've been down this road before. For example, from 1975 to 1990 there was relative peace (other than a few flare ups and the cold war). Some leaders couldn't keep their troops focused. However, good leaders found ways to motivate there soldiers to train hard and be ready. In other words tough realistic training is paramount during peacetime. It is the antidote for peacetime complacency. The greatest example I can think of is 15 years of peace (75 to 90) then Desert Storm. The ground war lasted 100 hours for a reason. We were ready. Places like the NTC, JOTC, JRTC and the equivalent for other services made us all believe we needed to be ready for war and we trained until we puked. So the antidote for the "garrison" mindset...is to get the hell out of garrison and train your ass off in the field and make it brutal. Be ready.

Response by SFC Private RallyPoint Member made Sep 23 at 2014 4:43 AM

SFC Private RallyPoint Member — Tue, 23 Sep 2014 04:43:29 -0400

MSG, what a thought provoking post! Thank you.

It is making me evaluate some things that I am doing. Well, I am one of the old Soldiers who remembers being counseled monthly. I am one of the ones who search diligently for mentorship, especially during times when I have a supervisor who is not interested (capable) in leading me or other Soldiers. That mentor (leader) helps me continue to grow as a person and as a leader. In an attempt to answer your questions, let me start by saying the obvious. The way ahead is defined in current/updated regulations, ADPs, ADRPs, the like, and news events. To tell you all a secret, I like helping Soldiers study for Boards, because it helps me stay current, and exposed to what they encounter. I always offer to help Soldiers (people) in any aspect. Usually, I often have to mandate Study Hall because most figure two minutes on an app will take care of that.

Ensuring Soldiers are shaped to emulate the "Total Soldier" is an art. Meaning, I don't have a format; it is constantly changing. Someone said a few years ago, "You can't lead without relationship." Connecting with Soldiers (people) can be a challenge, as relationships are dynamic. Having a trustworthy team of my peers and subordinate leaders who share the same mental model is key. It still takes 'a village' in every setting.

Response by CPL Ashley Gochneaur made Oct 18 at 2014 8:38 AM

CPL Ashley Gochneaur — Sat, 18 Oct 2014 08:38:03 -0400

The bottom line is standards are standards. You either perform to standard or you don't. If the leader has a standard for every situation in place, or can adapt a standard for new situations, and applies that standard consistantly across the board; there will never be any issue with what is expected of that leaders subordinates. Having that known constant in place is a good portion of effective leadership, in my opinion. How can someone perform as expected if they do not know what is expected? This applies in any situation, whether deployed or garrison.

As far as the friending aspect mentioned at the top, friendship is dangerous. Think about how easily friendships are abused in day to day life. The better approach is to gain respect on a personal level. Respect of rank is mandated. Therefore, any respect gained that is not a mandated respect carries more weight. Just speaking from personal observations, leaders that were respected on a personal level always got better results.

High earned mutual respect is about as close to a true friendship as it gets. Combine that with with my first point of established, consistent standards and you have an effective leader.

Response by SSG V. Michelle Woods made Nov 5 at 2014 3:32 PM

SSG V. Michelle Woods — Wed, 05 Nov 2014 15:32:04 -0500

I really appreciate this blog 1SG Steven Stankovich. Considering I am days away from my third deployment in five years, I am nearly clueless when it comes to garrison life. Not only do I not know what garrison ops looks like, I don't even know what's expected of me back here as a sergeant much less as a staff sergeant. I refuse to apologize for that because I have only been doing what Ive been taught and what I know.

I do have the drive to learn garrison ops, I just need the time and of course the right leaders to show me. I can only get so far in the books.

It's motivating to see a senior NCO take responsibility for the development of junior NCOs. If you tell me this garrison life is something I need to know, I will listen and learn.

Response by SFC Mark Merino made Nov 5 at 2014 3:56 PM

SFC Mark Merino — Wed, 05 Nov 2014 15:56:50 -0500

The seniors will go back to business as usual, but I remember working with a poor kid in Alaska that was a frequent visitor at mental health. He joined the military and did the few months at Benning and then caught up with his unit that was deployed. He PCS'd to another unit and BEGGED to catch up with the next unit and off he went again. After more than a year, he returned home and kept getting into trouble because he claimed he had no idea what life was like in garrison. He claimed he would get hammered for not standing at attention or saluting and other bad habits he picked up. Of course that wasn't the entire story, but I could relate to some of it. I was a SSG(P) when I left for Iraq in early 2003. My head might have just popped off had I been a new "adult." It will definitely be a different challenge in a lot of ways. During the Cold War, we used to always train for war. Now, we might have to train our troops for garrison....lol. Remember the end of Band of Brothers? The lack of stress was stressful. Garrison life? What was that?

Response by 1SG Private RallyPoint Member made Nov 5 at 2014 6:57 PM

1SG Private RallyPoint Member — Wed, 05 Nov 2014 18:57:52 -0500

1SG Steven Stankovich Great Post! After reading thru comments posted by others; You all seem to already have the answers, the difficulty comes in how best to apply it, how to make it happen, what do I need to do to convince my leadership this is the direction "My" Soldiers/unit need to go, whether you are the Plt Sgt or 1SG. It's going to take an organizational team concept to steer a unit in the right direction.

Soldiers are going to do what NCOs direct them to do and will do them to the standards we set for them. Do not settle for meeting minimum standards on anything; Teach them that meeting the minimum standard is only 1 point away from "failing" to meet that standard.

We have to teach our young NCO leaders the importance of leading from the front; be the best in their squad/section. Challanging them is a key component of leadership. Sr. NCOs need to also step up challenge them from time to time, in those basic crew drills, etc.

AS Sr. NCOs grow, they must also grow their junior NCOs right along with them. Include them, make them feel they are a part of the decision making process. You may not agree with them, but at least they know you listened to them. That's leadership training in itself.

You guys are on track, we see it here in the way you all are talking about it. Wishing you all good luck and honestly, wishing I could be back there with you to do it all again! Best Wishes.

Response by SGM Mikel Dawson made Nov 6 at 2014 3:09 PM

SGM Mikel Dawson — Thu, 06 Nov 2014 15:09:45 -0500

The true meaning of Lead by Example is true in garrison. I think if the SNCOs today remember back when they were young, remember the good and bad things they saw in the SNCOs, then apply the good things, and remember bad so they will not make the same mistakes. As already stated "train as you fight" will be true. Getting back into the inspections and daily routines is tough, but it is also charactor building and helps to dicipline one's self. Self dicipline is the key to keeping a stable team and a solid unit so it can work together and complete the mission.

Response by LTC Private RallyPoint Member made Nov 7 at 2014 2:44 AM

LTC Private RallyPoint Member — Fri, 07 Nov 2014 02:44:16 -0500

I think the easiest answer to the "way ahead" and not falling into the traps that our military has fallen into before in interwar years is to recognize that not everything that we used to do or are doing now is the right answer. To many times we think that the answer the boss gives us is right because he is the boss. I am not saying that we should openly revolt and become non-comformist, I am saying that we need to think about what is the best use of the resources that we have as they continue to dwindle. There is a ton of value in being the "trusted agent" of those in power rather than being the "yes man." You may not rise as far as the "yes men" do but your opinion by all those in power will be infinitly more valuable.

Response by SGT John Ball made Aug 4 at 2021 8:00 PM

SGT John Ball — Wed, 04 Aug 2021 20:00:30 -0400

As an NCO, I was creative with training to make it fun, interesting, and worthwhile. A lot of the troops liked my trainings because of my knowledge, sense of humor, and competence. Yes, I was in the black boot Army so I am an old fart lol! I just liked to make things interesting, challenging, and fun in a full garrison environment though. I enjoyed my 10 years in, but my last unit and that toxic climate therein convinced me to get out. I got a well paying civ career and finished out my 20 in the Guard. It's all a matter of perspective though. Now, I am off work for a while because I am fighting advanced stage cancer, but am winning that fight.