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.
“They don’t want the shot? F*ck ‘em, kick ‘em out.” This has been the literal, verbatim reaction from many leaders across the Department of Defense in recent weeks. These leaders, in their haste to achieve metrics, have lost sight of the “why” of the vaccination in the first place. The repercussions of this lack of empathy are likely to extend far beyond the vaccination and into many other areas of service life if not addressed immediately.
“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.
What would you do to change SHARP? The question, and its answer, may seem daunting. But instead, ask: what would you do to prevent sexual harassment? What would you do to prevent sexual assault? After the release of the Report of the Fort Hood Independent Review Committee, we are able to see that the Army’s SHARP program is structurally flawed. So, let’s start there. What would we do to change SHARP? We’d start with culture.
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.
For those who read articles published by the Company Leader and other leadership initiative based sites in support of the Armed Forces, you understand that in order to dissect what a “Leader” is, it is important to first understand its definition. According to ADP 6-22, Army Leadership and the Profession, leadership is defined as “the activity of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization” (Department of the Army, 2017). This should sound remarkably familiar, as it is one of the most common board questions asked during any evaluation or promotion board.
The second lieutenant walked through the office door, I sat at the squad leader desk working on counseling’s and my platoon sergeant was napping behind his desk. The lieutenant greeted us and introduced himself as our new platoon leader, I welcomed him and turned back to my work. My platoon sergeant squinted at him and stood up, he grabbed a chair and put it in a corner. “This is where the kids sit until they learn their place.” He grunted and turned around to sit down at his desk. This first interaction set the tone for the new platoon leader and his interactions with all NCOs.
Everyone has their own way of portraying their feelings, ideas, and problems. For some it’s art, for others music, or acting; for me it has become writing. In this profession especially, writing is the one of the best ways to convey information. It helps to communicate goals and expectations, whether it just be for us to read, or a broader audience.
The Field Grade Leader recently ran a series of articles to Field Grade Leaders just graduating CGSC/ILE. The entire series is great, and I highly recommend you check it out. But, I took specific notice of a post written by Lt. Col. Teddy Kleisner. It is titled “Middle Management in the Trenches” and it is spot on. It is gritty, it is honest, and it is specific. As I am in the transition from Company Grade to Field Grade, this article inspired me to write a letter to my future self – the Field Grade version of me. This is in no way all inclusive or comprehensive as I have pages upon pages of notes from green notebook pages to Evernotes. But, it focuses on Lt. Col. Kleisner’s message specifically.
Your reputation is the convergence of your words, actions, character, competence, and the perception of others. As you progress up the leadership chain, your team will grow and the perception of you will no longer be a direct result of your interactions and behaviors alone. Your team will play an increased role in how people perceive you. The larger your organization, the more you have to delegate authority. With that delegation, you empower your team to represent you and your organization.
