Time for a subversive claim: the most critical things we do in the Army often come with the lowest profiles. This includes communication. Major training events can catch the eye of public affairs and higher commands, but we do something every day that is unfailingly key to mission success; we communicate. There aren’t enough sticks left for me to join in beating this dead horse in general, but I hope to offer a refreshing way of viewing one specific aspect of it.
“As a woman in the military you can either be a slut or a b****. Choose the latter.” This was the first piece of advice I received after arriving to my unit. If I appeared too friendly or smiled too often-particularly with males, I would be perceived as a “slut”. Someone who flirts (or more) her way to the top than earning it. Better to be a “b****'”- cold and aloof, than have a warm disposition misinterpreted.
The United States Army has come a long way since the days of the Women’s Army Corps, an era when regulations mandated involuntary separation for pregnant women, while reporting them as having a “sickness; not in the line of duty.” While progress has been encouraging since World War II, we can continue to do better. Frustrating incidents of ignorance, stigmatization, discrimination, and substandard leadership and care of pregnant and postpartum soldiers still occur. These incidents occur despite the success and grit of numerous Army women who have sacrificed for our nation and excelled in their duties while carrying and raising children.
The prevalence and pervasiveness of disinformation, and its effect on the force is a polarizing topic. Call it what you would like: fake news, propaganda, information warfare etc. The fact remains that disinformation has seeped into not only civil society, but within our formations. Right now, in your unit area, there are soldiers and leaders with their necks craned-downward – either sitting down or leaning against a wall – staring at his/her smartphone and scrolling through social media pages. Embedded amongst the benign posts by friends, fitness pages and news outlets, is malign disinformation. Some disinformation is specifically designed to target service members, or public perceptions of the military. Disinformation is often skillfully designed to look legitimate and is difficult to counter. Disinformation poses a threat to unit cohesion may create mindset that runs counter to the Army Ethic. Legitimate beliefs become morphed into polarizing, divisive actions.
Quarantine. It disrupts our sanity and results in day drinking, homeschooling, Zoom meetings, and TikTok challenges. For me, a mandatory quarantine in the desert provided an opportunity for self-development. While COVID-19 became a global pandemic, I watched as novel obstacles confounded long-established systems. Yet despite the surprising fragility of our societal constructs, people and organizations adjusted to our “new normal.” By observing this resiliency, I solidified a core belief: the leader who adapts earns the opportunity to develop.
Your change of command is now only a few weeks away. You have wisely taken the time to think deeply, ask smart questions, and observe how the company currently operates. Now it is time to develop your vision, command philosophy, and 90 Day Agenda.
“The day the soldiers stop bringing you their problems is the day you stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.” – Colin Powell
The following are a few questions that leaders and cadets should be asking themselves candidly and critically. We owe it to the Army, its soldiers, and the nation to be introspective, especially considering that we are looked to as examples of American virtue. This is particularly true at times of high social tension, specifically regarding today’s discussions about race.
Few things inspire less intellectual stimulation or motivation than a typical Army safety brief. But it doesn’t have to be that way. Five years ago, while attending the Captain’s Career Course, I experienced one of the most memorable safety briefs of my career. Although, some colorfully verbose senior NCOs have given it a run for its money. An Australian Major, an exchange officer serving as the course chief, delivered the brief. He was bright, direct, and known for his candor. He didn’t insult our intelligence with directives to not smoke drugs and drive too fast, or with asinine platitudes (“take a battle buddy, hooah”). Rather, he gave an outsider’s perspective on one of the Army’s more pervasive traditions. In short, this Aussie wasn’t impressed by our weekend safety briefs and mine have never been the same since.
While nearly every leader prefers to maintain an offensive mindset, defensive operations serve a purpose and are listed as a Mission Essential Task for nearly every formation in our Army. While applications vary, defensive operations often allow our Army to retain decisive or key terrain, attrite or fix an enemy force, or counter an enemy action. Each rotation at the National Training Center, at some point, stresses a unit’s ability to conduct a defense.
The Army zeitgeist in 2019, and into the foreseeable, future is change. The Chief of Staff of the Army is not shy about how his past assignments influence his current vision. He assembled an entire Army Talent Management Task Force under a 2-Star General–Maj. Gen. McGee–to lead the effort. In 2019, the force experienced a new, interactive marketplace to match officers and open assignments. Eager majors and lieutenant colonels participated in an NFL Combine-type event (BCAP) to determine who will command at the O-5 level. And units across the Army started gearing up, literally, for a new Army Combat Fitness Test. Some are even calling to get rid of the DA Photo! How are we to interpret these changes? Here are a few constants from my foxhole.
