Friday, June 12, 2015

US Army Total Leadership: The Human Side of Leadership, Often Overlooked


US ARMY “Total Leadership: Post OIF

(The Human Side of Leadership, Often Overlooked)

11 JUNE 2015
 
 
                                   Photo Courtesy of Infantry Magazine: Ft Benning, Georgia
 

“Admittedly, the service was never perfect; no human institution having power over men can ever be.” ~ Leonidas Musashi (ref: A T.R. Farenbach Remix)

The key word that should come to the mind of leaders with serious consideration is “human”. Generally, the Army and other branches of military service tend well to physical human needs required for an army to function. Though some medical needs for older seasoned Soldiers could stand to improve, over all, Soldiers are well taken care of.  However, to what extent do leaders view human needs? Human needs extend to a further degree than what is outlined in any leadership manual within any branch of service. The American society even plays a role. Whether intentional or not, leaders as a whole are failing the human side of leading Soldiers if not viewed conceptually. If you’re a leader within our ranks in the Army, you should not be here for a “career” or to “advance yourself”. Don’t get me wrong, improving yourself and advancement up through the ranks is needed and required, but the attitude of individual leaders with regard to how they prioritize what is important is the very beginning of possessing genuine character as a leader. Or not.

Military branches are failing with some aspects of the human side of leadership because we’re not thinking about human needs in a “holistic” way. Yet, it’s not solely the fault of military leaders. Society has rendered more than one generation of young Americans, the characters of whom are not fit to allow these young citizens to serve unless first broken down. Some have been dubbed the “entitled generation”; citizens whom think that everything should be given to them without their first having to work for it. A selfish generation. Self-focused character will cause decay within the ranks of our military branches and even our halls of state and federal government. Presently, some of these young citizens serve within our ranks and many are also in leadership positions and still yet they are not good leaders or leaders at all due to their character which, in turn, “is what it is” because of their upbringing and the Army’s willingness to give in to political pressure regarding how ours ranks produce warfighters. We’re producing soft Soldiers because of political correctness.

“There is much to military training that seems childish, stultifying, and even brutal. But one essential part of breaking men into military life is the removal of misfits – and in the service a man is a misfit who cannot obey orders, any orders, and who cannot stand immense and searing mental and physical pressure”. ~ T. R Fehrenbach

Now, the term “misfit” is a relatively loose one and includes individuals whom have an “entitled” view or perspective because they will think of “self” first before those to their left and right. How will they follow orders efficiently when their mindset is on themselves?

Additionally, the “entitled” personality must be broken down and removed before they can be true Soldiers. There are two initial ingredients required for forging Soldiers: “Searing mental and physical pressure”. When developing Soldiers these two forms of pressure are human needs. Albeit they are harsh needs, it is still required nonetheless to make them strong physically and mentally.  What they face when arms are taken up in war will be far more challenging physically and mentally. That being said, we as an Army have mostly removed these two forms of pressure during basic training, again, due to political correctness and pressure dubbing these physical and mental pressures as “maltreatment” and “inhuman”. On the contrary, when Soldiers are “corrected” for not working together or keeping track of the actions of one another, they start checking each other more often because they do not want to be victim of  harsh physical, yet not inhuman, corrective training. This is the first building block of change within the character of an IET Soldier that starts to put aside “self” and adjusts their individual perspective into one of looking out for their brothers. In so doing, each Soldier looks out for one another and the welfare of the group as a “whole”. These two forms of pressure will not kill them. It’s also the first stages of cohesion that will allow them to continue to unconsciously check one another a year or so from now when they may be operating in a conflict.

 Many of my peers whom served as Drill Instructors have all said that their hands were tied when developing IET Soldiers with regard to physical and mental pressure in the form of corrective training for Soldiers not working together. They simply must follow orders and now we as an Army are at risk of creating weak Soldiers. This is a problem that can only be fixed by higher Army Command Leaders having the intestinal fortitude to turn a cold shoulder to political correctness and ideology and allow Soldiers to be forged with physical and mental pressure.

“-the liberal society, in it’s heart, wants not only domination of the military, but acquiescence of the military to the liberal view of life. – But acquiescence society may not have, if it wants an army worth a damn. By the very nature of it’s mission, the military must maintain an illiberal view of life and the world. Society’s purpose is to live; the military’s is to stand ready, if need be, to die. Soldiers are rarely fit to rule – but they must be fit to fight.” ~ T. R. Farenbach

War will present itself and with it the need to kill. Only hardened men can kill.  Good Soldiers will also die.  It’s not a “casual” event. It’s very violent, filthy and dirty. Perhaps even barbaric. Raw humanity will start to show through, both in the form of the violence that is required to kill to protect one another and the outer edges of the human soul that can be seen when Soldiers stand together in this violence and completely give of themselves to the welfare of one another.

Additionally, elected officials have also meddled with the branches of service with regard to how rank and file Warfighters are formed. As if somehow the time tested methods for forging men into fighters has been wrong all of this time.

They deprive leaders from their ability to form effective fighters by not allowing leaders to break down and build up solid warfighters. It’s a necessary harsh human need that is required to build men at the most initial levels of becoming a Soldier.

The environment of war will demand that Soldiers be trained this way. Any other “soft” forms of training Soldiers is simple weakness and creates an attitude that it’s ok to send unfit, unprepared Soldiers to their deaths. Hardening a human being to kill is more essential than all of the latest technology.

Most of us simply view human needs as food, water, and necessities with a little highlight on spiritual needs. Still yet the latter of these needs is scrutinized by the upper echelons of Command due to pressure from respective elected individuals, liberal or otherwise, who want the military to conform to their ideological view. This is very true in today’s government and within military ranks to a point where there is a visible imbalance. Certain faiths are accommodated by both the federal government and the military with regard to grooming standards and time allowed for open public prayer within places of federal work places, for example. However, Christian faiths must conform and only allowed prayer within the confines of the Chaplain’s office or when a Chaplain is present at certain functions. And even then a few Chaplains are hassled by those in higher ranks or elected officials placing pressure on the higher military ranks for allowing prayer. Spiritual needs are also part of a Soldiers character. Soldiers, even the lowest rank, will see this imbalance within the ranks of our Army today and regardless if they have a faith or not, they will start to view this practice of imbalance as bias. This will cause doubt within their minds.  Then a lack of trust in their leaders will develop.

Soldiers must trust their leaders. Again you cannot be “political” when training and leading Soldiers. Leaders must only be “human” and fair on an equal scale across the ranks. Presently, we have failed as leaders with regard to this human need as it can be seen plainly with the visible imbalance regarding faith.

Soldier’s Issues/Problems and Human Needs:  Human needs go much further than basic needs and leaders need to be acutely aware of this. Leading Soldiers in its most raw form will require of leaders to first be fully attentive of all human needs, some of which are harsh as I spoke of in the paragraphs above, but necessary given the requirements to lead human beings in warfare.

Soldier’s problems and life issues: Resolution of both are human needs. Often, it’s overlooked by leaders because they’re unaware of the extent of their duties, simply neglect addressing the problem, thinking the Soldier is responsible, and lastly, concern that addressing the problem will bring negative attention to the unit and out of poor leadership the leader will distance themselves in an attempt to let the Soldier fail in hopes of not being involved and having the higher Command focus solely on the Soldier. This is selfish and fool hearted. Senior leaders of sound character will see right through that leader as well as their selfish intent and failure to take care of Soldiers. And still yet, we have seen this more than a few times at all levels of our Army. We still fail our Soldiers.

Select Chains of Command and NCO Support Channels have in the past tried to side step the problem and silence Soldiers and their spouses in an effort to prevent “Big Army” from seeing the problem. Nine scandals out of ten are found out by Big Army and the American public anyway. As a caveat to that, Soldiers and Leaders at every level of the Army, as well as the American citizens, would view the Army better and respect its members if the problem was first admitted and then dealt with accordingly. However, everyone is so wrapped up in “not looking bad” that problems are hidden and then found out anyway and the military looks even more dishonest when it comes to light. This failure is on leaders as well as political entities placing pressure on higher commands to stifle bad publicity that arises from human problems in the military for fear that their political organization will be made to look bad or whatever reason. Again, Leaders and the American citizens will respect anyone far more if they stand up to the plate and admit , “Yes, this is a problem of ours and this is how we’re going to fix it” than someone/some organization that attempts to hide the issue. But political officials simple want to hang blame around the necks of our Senior Leaders rather than face reality: i.e. Sexual Assault. You cannot throw a uniform on someone with bad character and expect them to have integrity just because they enlisted into the Army. This goes back to society being a part of the problem. Kids growing up with one parent, no parental guidance, no developmental role models within the family during their upbringing, and the list can go on. You can even leave religion out of it even though many Christian faiths foster good morals and character. The point being, children raised with ethics and being taught right from wrong and held to a moral standard by parents and punished by parents when they do wrong will build the required character needed for genuine integrity. Yet our elected officials make up laws and tell parents, “You cannot spank your kids”. Abuse is wrong, but parents disciplining their children without hurting them is not abuse. Yet everyone wants to play the blame game and the same elected officials that said parents cannot discipline their children ask our Senior Commanders at the Pentagon: “Why have sexualassault/harassment incidents increased?” Its society and everyone wanting to be politically correct. America’s children are being let down and the hands of parents are tied by foolish laws. And people think that these same young citizens with poor character will be changed magically once they’re in the military and blame senior Army leaders for it  when nothing changes because some how they’re responsible for bad/criminal character. A criminal on the streets is still a criminal if you put them in uniform. They will possess very little or no integrity.

 Leader Trust and Soldier’s Problems: Soldiers come out of IET/OSUT Training with an inherent trust for their leaders at their new gaining unit even though they have never met those leaders.

Problems neglected by any level of the NCO Support Channel or Chain of Command is a leadership failure in the human aspect of leading. Unresolved problems will foster an environment of distrust and Soldiers cannot fully focus on their duties because of worry and doubt about their problems not being addressed or halfheartedly addressed. This effects the mission, can cause a void in security and, at the extreme end of the environment that combat arms units routinely operate in, can result in injury or death.

At home duty stations and deployed locations, a Soldiers problems are their respective leader’s problems. If a Soldier PCS’d to a new unit with unresolved problems, it becomes the problems of the leaders in that gaining unit.

The biggest Achilles heel for Army Leaders: Not addressing Soldier’s problems for concern or fear of negative publicity from the higher echelons of the Army. “Oh my OER/NCOER”.  “We cannot let the Division Command Group or Big Army know that this happened”. In so doing, this poor leadership response starts and cultivates subtle “Quid Pro Quo” efforts to keep Soldiers quiet until either the Soldier moves on to a new duty station or the leader moves on. Poor leaders use the ignorance of a Soldier regarding Army Regulations to manipulate them into getting what that leader wants.  The higher the level that this negative leader practice goes, the larger the problem gets. This is not taking ownership of your Soldiers. But again, political influence has crept in and placed pressure on Senior leaders at the highest levels.

Lastly, the checks and balances of the Army: Inspector General, JAG, CID may also fail to address Soldiers problems properly for the same concern/fear of negative publicity, depending on the issue or problem. Where can Soldiers go if the system is broken?

In closing, all leaders are human and have faults or short comings. I’m not perfect. After over 19 years as an Infantryman in active duty, there are still areas in my life that I need to improve upon. However, simply because there are no visible bench marks within my areas of needed improvement does not mean that I’ve given up or quit.

Political organizations need to back off, leaders need to get their intestinal fortitude back, take care of your Soldiers regardless of whomever sees or how high in the chain they perform their duties and take care of your Soldiers.  Build on America’s Army and other military services. We are failing and recognition of that is the only way that we can begin to fix it.

 
Very few rarely see the sacrifice leaders make in losing sleep, food, time with family. They stand quietly in the shadows and the machine runs smooth. Even when those of your brothers that stand to your left and right fight with you and die, at the end of this day, if no one died from your actions or lack of action on your part, then you've led well. Because those that you lead will die and perhaps you the leader as well, will fall. It's simply the nature of war. ...Leaders care for Soldiers. Period. No recognition, no fluff on your OER/NCOER bullets. It’s not about you or your career.

SFC David Hickman
HQ, First Army
Rock Island Arsenal
Rock Island, IL

 

Leadsership Effects


LEADERSHIP EFFECTS ~ January 2011

Singular perspective in the mind of any leader will lead him to fail. If uncorrected, it will pass to the others around him and the organization will follow.

Leadership has been defined in a number of ways, but the end result should always be to the benefit of one another, our Soldiers, our military, and our country. Leadership as defined by the Army, uses phrases such as “influencing others” and “providing purpose, direction and motivation.”[i]

This is still true, but the focus of a leader should be on the effects of his or her leadership. Further, if leaders do not grasp the “human aspect” of leading, how can the organization improve? A number of us may overlook the cause and effect of leadership or the lack thereof. Poor leadership or leadership “in part” will not result in just failure alone when the cost paid for the lack of leadership may be another human life.

Leaders at every level should agree that there are two elements that make up any mission-oriented organization, those who follow during mission execution and the select few who lead them. Both are required to achieve any task that places the organization in a tactical advantage over another or to restore security. Failure by either will leave the unit with an incomplete task and lack of sufficient support to accomplish it to the fullest benefit of the organization.

From our perspective, the odds will not be in favor of those left to deal with the failure of any leader or subordinate. Most of the failures of subordinates can be traced to their leaders. However, after a leader has implemented every measure of instruction and attention that can be given, a subordinate may still make the wrong choice. He or she is, in fact, just as human as their leaders, and that Soldiers’ free will may not always sway to do what is right. Regardless of the origin of the fault, we as leaders accept responsibility for what our subordinates do right and wrong. This approach to leading helps leaders to focus even further on their subordinates. The Army is the one institution in which the leader accepts the fault for what their subordinates fail to do. There is no blame. With regard to ethical decisions, there may be an unseen flaw within the subordinate’s moral judgment and character. As leaders, we spend time guiding subordinates both during training and after hours with regard to their personal actions and choices. We remind them that poor choices can lead to adverse actions which will be detrimental to their privileges and rank. How often do we convey to our subordinates the “effects” that their actions can have on others in the organization? How can we as leaders become more efficient in identifying the start of potential issues if the leader is not involved in the personal lives of their subordinates?

Rank has never been a requirement to lead. Rank never compels a Soldier to push himself beyond the limitations of his mind. Determined young Specialists can take charge and lead if they have been under sound leaders during the first part of their tenure in the military. Many of us have seen this. Rank is needed, but it is nothing more than a visual hierarchy that displays a level of authority that an individual leader has been entrusted with, not entitled to, for his or her position of duty. It is visible within the organization at every level. Our character must be balanced with regard to the rank that we hold and the rank that we advance to.

At one end of the extreme, if we are not balanced in character, we run the risk of abusing our authority. Worse yet, at the other end, we fail to provide for our subordinates in training or human needs.

Human needs go beyond those that are required to survive in the physical body. All leaders should have learned this as they advanced up through their respective positions of authority, or so we think. Avoiding the mistake of promoting individuals with poor character or weak leadership ability is perhaps the one fact that causes leaders to have reservations about a Soldier being promoted to the rank of Sergeant based on time in service alone. Serious consideration needs to be taken when selecting subordinates for promotions. If we receive a leader who was promoted in this manner, all we can do is take what is there and make it better. In so doing, there are two points that leaders need to keep in mind when assessing incoming leaders who will either be our subordinates leaders, peers and Senior Leaders. First, the leader has no insight as to the methods of their training and mentorship. Poor leaders create more poor leaders, and bad habits carry from one to another. Every leader has faults and may fall short in some aspect of his duties, but it’s the leaders who choose to address these issues who become leaders of genuine character and look beyond “self” seeking to improve. Second, even if a leader has been instructed in the requirements of basic human needs, it is still not evidence that this leader is in practice of executing the correct actions of leadership.

The leader development process for subordinate leaders and Soldiers is not to be taken with a “half-hearted” approach. One Army perspective states: “During this leader development process, the responsibility for a leader’s complete development is mutually shared by the leaders of the Army Education System, Commanders, and Leaders in the field, and the leaders themselves.”[ii]

Instructors in the Army Education System are in place to develop “line leaders” to better the organization. One unavoidable fact is that instructors are only with their respective student leaders for the duration of the developmental course. Course curriculum “highlights” the “job aspect” of their responsibilities and many leaders end up getting pushed through the course, keeping to the weekly schedule so long as all attendees receive passing scores on their exams. Instructors cannot fully evaluate leaders with regard to their ability to grasp and understand the “human considerations” in leading and developing their subordinate leaders and subordinates. Leaders on the line spend a good deal of their time involved daily with their Soldiers, but if the line leaders did not have the proper mentorship during their development, they will not be “in tune” with the human side of subordinate development. Many leaders in the Infantry often face the “taboo” designation as being a “Joe Lover” when other leaders witness the care for the well-being of subordinates. I agree that there needs to be a balance, but all leaders need to be attentive to the emotional and other human needs of their Soldiers. Neglect or failure to provide opportunity to resolve issues affecting emotional needs will allow doubt to enter the minds of subordinates causing instability in their emotional well-being. Issues left undone will foster an unfocused mind during the execution of missions. A subordinate who is not focused on the mission will prove to be detrimental to himself and those around him, which can result in the loss of life. The efforts of an unfocused Soldier provide nothing more than a void in security. He or she is of no use to the organization in their present state.

Leadership has focused mostly on compelling our subordinates to execute missions that affect those within the organization at every level as well as the host nation in which the organization operates. This is still both true and necessary for achieving the mission as set forth by the intent of any Commander. With regard to our history of leadership, mission accomplishment was a top priority regardless of the effects in human costs and subordinate needs. Today we recognize that care for the human side of our Soldiers is a fundamental requirement for the operation of a successful organization. It should never be to a point where subordinates become soft or fall short in standards, but there needs to be a balance between the two. Mission accomplishment is still top priority, but we cannot ignore the human side.

On today’s front, leadership often involves directing and continually encouraging subordinates to execute tasks that would normally be against any human will if given a choice because it places them in danger. For this reason, Soldiers and Leaders need to understand that being a Soldier is not just a “job” and should never be considered just a career. In truth, it is a profession that requires a great deal of personal conviction. We chose our profession and we also chose to lead well, in part or not at all. Whatever measure of effort we put into our leadership, it will be visible through our actions and the performance of our subordinates. Leading Soldiers will always have results and consequences. Choices in leadership will always have effects. Good or bad.

How do we accomplish the task of leading subordinates in the execution of missions that could result in the loss of life? Further, how can we grasp the reality of both our will and that of our Soldiers to strive for mission success during which it’s execution we’re acutely aware that it could be our lives that are lost? We as leaders must also be prepared to both witness and deal with the loss of those that we serve with as leaders and those with whom we lead. We’ll also deal with the emotional effects of our remaining subordinates that will be brought on by the death of a peer. I want to pose two questions for thought and a genuine inward reflection for all of us as leaders. This is the only time that “self” needs to come first; when assessing one’s character as a leader. What if that loss of life was due to the failure on our part to lead effectively? Do you really think Soldiers will be unaware of our part in this failure? This is reason for absolute personal conviction within every Soldier. Most especially those in the ranks of the Infantry and Combat Arms, but all Soldiers facing adversity and genuine risk of death fit this category.

With regard to personal conviction, if Soldiers and Leaders do not have within themselves a sense of duty and belonging to each other, their unit and Nation, they do not possess genuine personal conviction. Conviction and belief in the preservation of the well-being of our subordinates and one another are the traits of selfless service. These traits are present within the character of only a few. Most new Soldiers use the military as a “test bed” for figuring out their lives and what they want. Leaders have the responsibility to instruct their Soldiers on the importance of selfless service. Further, while it’s ok for them to figure out their lives in the Army, leaders must help them grasp the reality that the effects of their choices have much more “gravity” when the organization as a whole must deal with the outcome. All Soldiers must understand that our purpose is greater than ourselves and we must implement sound judgment in every decision that we make both on and off duty. This personal conviction motivates these Soldiers and Leaders to give of themselves. When Soldiers see their peers wounded and regrettably at times their death, it will cause them to appeal in action on behalf of those around them that have fallen.

The decision to step forward and take this action is the ultimate form of selfless service. This kind of selfless service happens often within our ranks. Our appreciation to one another for such actions is evident, but seen only by those who endured with us.

In one previous unit, our Battalion Commander made it clear that there must be a complete “buy in” in the unit mission and the Commander’s intent for that unit to succeed. Perhaps this instruction came from higher. I agree if the cause is just and there is no violation of moral character or ethics during mission execution. This applies to both tasks within the organization or any act carried out among the populous of the host country. In the countries we operate, there will be those of a mindset that follow extremist beliefs that justify the deaths of their own people. This will make it difficult for Soldiers to execute a Commander’s intent without individuals of this mind-set feeling as if the Americans are violating their morals and ethics. Their beliefs are not only contrary to good civil order, but also the entitlement of every human being to dwell peacefully. Our efforts are generally an “effect” of good leadership during the execution of operations that preserve the human entitlement of peace. Peace that at times cannot exist without selfless service and sacrifice for those who are unaware what is given for them. It is a basic human need. When viewed from the perspective of humanity, freedom can no longer be restricted within the boundaries of our country.

Each and every one of us should reflect inward and ask ourselves, “Am I here just for a career or just to be a Soldier and Leader?” If the answer is “just a career” you have no purpose within the ranks of the Infantry or any branch of the Military service. If a Leader or Soldier is only interested in a career alone or the pay, their first thought will be for “self” rather than “others”. During training and actual missions, the benefit of others and the organization will not be first in their minds. If leaders think this way, what will be the outcome of their decisions? Soldiers and Leaders of this character will never be willing to give of themselves or only give enough if there is some personal gain to be attained. Such gains could be the possibility for advancement in rank or to produce a “false perception” of one’s character in an effort to look good in the presence of superiors and not living sound leadership daily.

True leadership serves a higher purpose and benefits those above and below us. Leaders focused on “self” do not see the results of the implementation of good leadership. The end-state is the efficient execution of any task. Tasks or missions executed more efficiently will result in less chance of fratricide and the unintentional killing or wounding of civilians. All of which will affect the organization at every level. Genuine leadership is often thankless and any leader not driven by a “career” must understand that the best leadership often goes unseen, even by those that they lead. Subordinates are usually unaware of the sacrifices that leaders make on their behalf. Sacrifice of time, sleep or food. The list can go on. I am comfortable with this, because the daily tasks that need to be carried out are done so efficiently. This creates an environment with less stress. The “machine” runs smoothly. An atmosphere with less stress on subordinates keeps their minds clear and focused when it comes time to execute missions that have a high level of stress and personal threat. The same holds true for tending to the needs of Soldiers with regard to spiritual and emotional needs. For this reason, it’s necessary for leaders to be involved in the lives of their subordinates. Even simply stopping by the barracks during the week-end for a brief check on their Soldiers is important. At the time the subordinate may feel as if their leader is intruding, but usually it is appreciated even if the subordinate never expresses it.

Caring for the well-being of subordinates does not stop after the unit gets back from the field, refit is complete, and everyone is on their way after the safety brief. A subordinate’s problems become the problems of their leaders all the way up through the Chain of Command and NCO Support Channel. Don’t ignore it or expect that the Soldier knows how to best deal with the issue. When deployed, if a subordinate learns that they have lost their spouse either to death or even if it’s a fidelity issue, their mind will not be clear during missions. It would be wise to leave this Soldier off of a few patrols in conjunction with seeing the Chaplin and other elements within the military that are present to help service men and women deal with problems.

Leadership is never executed for the recognition of “self” by higher leaders. Leadership is any action on my part to train and move my subordinates, conveying to them that this action must be executed for a greater good that affects their lives as well as others. It is more important than ourselves, and requires our genuine attention if it is to be successful. If we fail those who follow us may fail, leaving the task undone. Every action we perform and every decision we make as leaders will have an effect on someone. This is why knowing the “definition” of leadership is not leadership. Our actions, decisions and our example are what “cause” the desired “effects” needed for a successful organization.

Our country was founded on an unwavering belief in God and self-sacrifice for the whole rather than “self”. Our history reflects that we have a great nation, so I am inclined to believe that their belief in God and selfless actions were just. Regardless of belief in faith, race or ethnicity, leadership is required to succeed. Human needs are the same for all. Self-sacrifice will be demanded of any nation that expects to prosper and preserve the freedoms of its populace or the freedom of other nations who cannot stand for themselves against an oppressor that deprives them of such basic human entitlements. Leaders should never forget that even though his or her selfless service goes unseen, there is always someone looking for our faults as leaders. It will either be someone who only has the intention to point out our faults simply to correct and develop us or it very well may be a leader who is focused on “self” and looks for fault only for the gratification of holding their authority over you. Regardless of which, if we maintain our character and hold ourselves responsible for our duties, they will find very little to point out. But, this requires genuine leadership, daily selfless actions and the ability to look inwardly at our own character. When there is fault, do not let pride prevent the correction of your actions and character. If we are not cautious, we as leaders can become more concerned about how we look with regard to our Officer Evaluation Reports (OER) and Non-Commissioned Officer Evaluation Reports (NCOER) rather than taking care of our subordinates and the greater good of the organization. If we do not conduct an occasional “self-check”, a leader can develop a “power trip” or an attitude of “self” rather than executing good leadership. Subordinate leaders and Soldiers will see through it as well. This is often seen in a few newly promoted leaders advancing to a higher level of responsibility. Leaders should always be humble enough to remind themselves that the Army is still a “human organization”.

That being said, we as leaders can make mistakes. We must never let anything prevent us from addressing our short comings. We all must understand that no matter how high in the Chain of Command or NCO Support Channel we advance to, we can still learn more, improve and develop ourselves. The truth is never tasteful when it is not in our favor.

One simple example is choosing the “easy wrong” over the “hard right” or being guilty of choosing “self” over the benefit of those around us. It happens more than we may think. It is still a truth that will eventually be seen, revealing our intent. We need to correct whatever prevents the truth from being in our favor. The majority of Leaders are of genuine character, but being human it’s always good to check our own character, giving our “moral compass” a quick shake to be certain that we’re on the right path regarding our leadership and that “self” comes last. The Seven Army Values are a good corner-stone if we as Soldiers and Leaders practice the values rather than just committing them to memory. If all Soldiers and Leaders choose to serve others rather than “self”, the organization as a whole will be in good care. The choice of “self” will never need to be addressed because your peers and leaders will see to your well-being and you theirs.

SSG David Allen Hickman
C CO, 2nd BN, 11th IN RGT