weLEAD Online Magazine
leadingtoday.org
Copyright 2003 ã weLEAD, Inc.
Enhancing Air Force and Army Military Leadership (Part 2)
By M. Shea Young
Many
times poor leadership often results from a micro-manager. When an individual is
put in a position to lead, let him lead and then hold him accountable.
According
to Major General Newman (1981):
When you give a man a job, that means he is a subordinate-which automatically
makes you as well as him responsible for how well it gets done. It is a serious
mistake to assign a duty, then continually and needlessly try to guide and
control in detail the hands of the man you give it to. (p. 181)
One
of the great things about the military is its structure. The chain of command
is very effective if everyone involved acts according to the rules.
An active duty Army Soldier explains
(2002):
My ward master, who is an E-6, stops
the flow of communication between supervisors and their subordinates. Although
he has Sergeants underneath him to supervise and are
listed as official supervisors for their subordinates, he continuously goes to
the subordinates himself without informing their supervisors. This creates chaos within the unit. He is a
manager and that is exactly what he needs to do; manage, not micro-manage (J.
J. Young, personal communication,
Stability
helps promote effective leadership. Because of the military’s mission, members
are constantly moving. SSgt Holt (2002), an active duty Air Force member says,
“Air Force commanders are only allowed to be in commanding positions for two
years. It is hard to have consistent effective leadership when command
turn-over is so high” (K. Holt, personal communication,
According
to Gabriel (1985):
Historically, there is one thing worse
than a large officer corps for engineering incompetence, and that is an officer
corps in a state of perpetual motion. Stability of assignments is important to
combat effectiveness. Officer-corps stability is also important to the
development of unit cohesion, without which combat effectiveness and military
competence simply cannot exist. The bonding of men in battle can occur only
when subordinates see their officers as competent, trustworthy, and dependable
leaders. (pp. 9-10)
Because
retention is so low, the number of promotions has increased. This means that
the military has younger troops that are eligible to become supervisors. In the
Air Force it is possible to have a twenty-one year old in a supervisory
position. Flanagan (1985) explains, “While basic laws underlie command
authority, the real foundation of successful leadership is the moral authority,
derived from professional competence and integrity. Competence
and integrity are not separable” (p. 112). One becomes an effective
leader by learning from experiences. However, there must be a foundation. That
is why leadership training is of the utmost importance. Generally speaking, in
a twenty-five year military career members are only required to take three
leadership courses. How can military members be professionally competent as
leaders with such a small amount of training? Basic leadership principles
remain the same. However, there are always new ideas on how to handle
situations. The current system is not an
effective way for the military to promote continuous effective leadership.
Leaders need to be mentors for their troops. They need to set an example for
younger troops in order to cultivate them for leadership responsibilities. They
cannot possibly do this unless they have the tools to do it with.
According to Chief Master Sergeant
of the Air Force, Jim Finch (2002):
As we look forward, our Air Force
will no doubt evolve to meet technological advances and new missions required of
a changing world. During this evolutionary process, we must ensure our greatest
asset, our people; have the best equipment, facilities, training and support
available to meet the important role they continue to play in
With
all the current events going on in the world today, some might consider us to
be in the middle of a world crisis. When trouble occurs it is imperative that
the military bonds together. The smallest display of poor leadership can create
big problems. Research has been done. The Army and Air Force have proof that
leadership problems exist within the service. Members are dissatisfied,
therefore they are getting out. The military is losing quality people because
they are not taking this problem seriously. By taking just a few steps, the
military can enhance its leadership capabilities.
By implementing more mandatory
leadership training, the military can positively affect its leaders. Leadership training should be provided
annually instead of three times in a whole 25-year career. Troops that gain supervisory responsibilities
between the ages of 21 and 26 should have training twice in one year. This
training session should last at least one week. I have noticed that many times
supervisors at a young age are elated that they have this new power over
someone else’s life. All too often they are very eager to reprimand and are
less concerned with their troops’ well-being. Military members face personal
and professional problems just as individuals do in the civilian sector.
Overall, there are many more demands placed upon military members. Therefore,
supervisors need to be there for their troops.
The
military has evolved throughout the years. The basic structure remains the
same, but leadership strategies have changed. Career supervisors need to have
annual leadership training so they do not get stuck in the rut of doing things
the old way. Sometimes members who have been
supervisors for a while, tend to retaliate against change. They cannot see
beyond their own ideas. This creates a big problem. Members coming in the
military today expect more than members did ten years ago. They want fair
treatment. They want to be recognized for a job well done. They want to provide
a healthy quality of life for their family members. Career supervisors need to
understand this and should want to promote it.
There
is no doubt the military needs to provide consistent,
quality leadership training for all supervisors. But all the training in the
world is not going to have an overall positive effect unless all supervisors
are held accountable to the same standards. Commanders need to make sure their
supervisors are doing their jobs, even if they have to physically check things
out themselves. However, commanders need to be skilled in leading their people
and be held accountable as well. One Army active duty Colonel explains to her
troops, why should I praise you for the job you are expected and required to
do? You should only get praise when you go above and beyond. This is the kind
of behavior that the military must stop. Many commanders have the audacity to
ask, why are my troops getting out? If they were doing their jobs effectively,
they would know.
According to Major General Newman
(1981):
The following is a mimeographed
sheet that bears directly on the importance of the individual: I’m the person
who goes into the orderly room and patiently waits while the first sergeant or
AST {Army Supply Technician} does everything but pay attention to me. I’m the
person who goes into the supply room and stands quietly by while the supply
sergeant and his assistant finish their little chitchat. I’m the person who
does not grumble while I clean rifles in addition to my own while other people
wander aimlessly around the center. Yes, you might say I’m a pretty good
person. But do you know who else I am? I AM THE PERSON WHO NEVER EXTENDS MY
ENLISTMENT, and it amuses me to see you spending many hours and dollars every
year to get me back into your unit, when I was there in the first place. All
you had to do to keep me was
GIVE ME A LITTLE ATTENTION, SHOW ME
A LITTLE COURTESY, USE ME WELL. (p. 106)
This
example of poor leadership happens time and time again in the Army and Air
Force. The military wastes so much money because of poor leadership. Poor
leadership causes members to get out. Therefore new members must be trained,
which costs more money. As I mentioned before, it is time the military
implemented a quality, consistent leadership program for all supervisors.
However, holding commanders and supervisors at all levels accountable is
necessary for the success of a new improved training program. All commanders
and supervisors across the board need to abide by the same leadership
standards.
First
and foremost, supervisors need to inform their troops whenever possible.
Flanagan (1985), says, “It is perfectly clear that well-informed troops who
believe in their mission, who believe that what they are doing is right and
proper, will sacrifice their comfort-and their lives, if necessary-to
accomplish their mission” (p. 103).
Also, Lieutenant Rivera (2002), explains, “Leaders need to clearly
explain the mission, vision, and concept of operation to their troops” (M. A.
Rivera, personal communication, September 15, 2002). If troops are just told to do a job and they
have not been informed as to why, how will they ever learn? Granted, there are
those times commanders are not able to provide information because of the lack
of opportunity or time, or the information may even be classified. But in peacetime situations and whenever
possible, commanders need to keep their troops informed.
Supervisors
need to be able to admit their mistakes and learn from them. Many times
supervisors avoid admitting their mistakes at all costs. As human beings, we
tend to steer away from acknowledging our wrong-doings. If a supervisor does
not admit mistakes he will lose the respect of his troops. Not to mention, he
will probably continue down the path of leadership destruction.
According to Flanagan (1985):
A humble man is not necessarily a
Milquetoast. A humble man is, however,
one who does not take all the credit himself for his unit’s accomplishments. He
does not hog the show. He is not afraid to give credit where credit is due. A
humble man is generally a self-confident one who knows his own capabilities. He
is also not afraid to take the rap for his unit’s failings and to admit that he
made a mistake. (p. 101)
Commanders and supervisors must live
by their own philosophies. They must set the example for their
subordinates. According to Selves
(2000), General Meyer says, “Character is an ingrained principle expressed
consciously and unconsciously to subordinates, superiors and peers alike-
honesty, loyalty, courage, self-confidence, humility and self-sacrifice. Its expression to all audiences must ring with authenticity” (p.
104). Being a supervisor is a
very big responsibility. One supervisor can make the difference in whether a
member decides to re-enlist or not. Troops watch every move their supervisors
and commanders make. It is important that you are following the standards that
you are holding your troops to.
Another
important attribute of a good leader is caring. Supervisors should care about
the welfare of their troops. It can make a difference in how they perform their
job.
According to Selves (2000), General Wickham explains:
Caring means many things. It means
making sure soldiers get fed, get paid, and get a place to sleep at night. But
it also means giving them solid, realistic training and assuring that high
standards are ingrained. Sometimes, caring means not letting soldiers sleep at
night… Show the people that are committed to you that you really do care about
them, because that is a discipline that I think is very valuable to learn in
peacetime, and it’s essential in wartime. (pp. 91, 335)
Supervisors
must keep their troops’ best interest at heart. They must help them grow.
They
must provide the environment for them to grow in.
According to Selves (2000), General
Reimer says:
The second point of my leadership
philosophy is to create an environment where people can be all they can be.
Many soldiers enlisted under this recruiting slogan, and we have a
responsibility to assist them in developing mentally, physically, spiritually,
and socially to their full potential. It is essential that leaders develop the
initiative of subordinates. Initiative will be stifled and creativity destroyed
unless soldiers feel they have been given a fair chance to mature and grow.
Every soldier must feel he is being treated fairly and that you care and are
making an honest attempt to ensure he or she reaches full potential. (p. 34)
A
supervisor must know their own job and exactly where they fit into the system.
Supervisors must insist that their subordinates know their job as well. Also,
make sure the trainer is trained. It won’t do any good to train your
subordinates incorrectly. Effective leadership covers many different areas. It
is imperative for supervisors to make certain their subordinates are properly
trained, in order to promote confidence within the ranks.
Many
times good work on the job goes unnoticed. Supervisors have a responsibility to
encourage and praise their subordinates. Praise helps to build self-esteem and
confidence. Every supervisor should aspire to build their troops up.
According to Flanagan (1985):
Reward exceptional performance in
public; correct and chew out inferior or slovenly performance in private. Make
the punishment fit the crime. With compassion: Know your men, their needs and
their problems. Try to solve them. Listen. Take care of your men and be loyal
to them. Shield them from harassment from higher head quarters. Train them for
their jobs. (p. 119)
In
my Air Force career there were many of my commanders that I rarely ever saw. It
is hard to know and respect someone that you never even see. There is one
commander that I remember so well. In my eyes he was an outstanding commander.
I had just gotten assigned to Wright-Patterson Air Force Base in
There is not just one solution to
improving military leadership. There are several things that need to be done.
First, military supervisors need more consistent leadership training. Next, commanders and supervisors should have
open forums individually with their troops to discuss concerns or problems. This should be done quarterly. Subordinates
should be allowed to survey their supervisor’s abilities at any time. For the
first five years a supervisor is in a supervisory position, mandatory surveys
should be conducted quarterly by those supervisors’ subordinates. Those surveys
should go directly to the commander. For supervisors that have supervised
longer than five years surveys should be conducted annually. Also, surveys
should be conducted on unit commanders annually by their subordinates. These surveys
should go to the commander’s boss. Good
leadership principles should start at the top and flow down. Commanders should
instruct all supervisors what the expectations are for them as supervisors!
Everyone needs to perform from the same sheet of music. Commanders must hold
all supervisors accountable. It is very important to keep the flow of
communication going between the commander and his troops. Consistent feedback
is a necessity for effective leadership.
All
supervisors within a unit should have quarterly sessions regarding leadership.
This would be a time for supervisors to get suggestions or help from others.
This session would help to make certain that all supervisors are following the
same standards. Also, posters and cards with the previous mentioned standards
of an effective leader should be posted in every supervisor’s office or carried
on their person. Therefore, supervisors
and commanders alike will have no excuse as to what their responsibilities are.
Also, supervisors that are not upholding effective leadership standards will be
reprimanded. Commanders will hold all supervisors accountable for their
actions. Commanders will listen to the voices of the lower ranking troops.
Commanders
will also remain in a commanding position for at least four years, instead of
two.
According to Gabriel (1985):
The greater the stability of
officers in command and staff positions, the greater the likelihood that they
will develop a close knowledge of their men and their units’ abilities. When
officers remain with their units for long periods, they can develop, learn from
their mistakes, and grow in competence. (p. 9)
Yes
it is true, military members want more. They want more pay, more benefits,
higher pensions, and less frequent family separations. However, they want job
satisfaction just as well. Most people
will sacrifice extra benefits for the sake of job satisfaction. It is
impossible to enjoy going to work everyday when you are just a body filling a
position and when your leaders care nothing about you except that you get the
job done. Military members live a stressful life-style. They took an oath to
give their life to their country. This should not be taken lightly. The least
they are owed is to be supervised by trained leaders.
Effective
leadership is important to the success of any organization. Leadership has an astounding effect on how
well the military can perform its job. The military has one of the most
important jobs there is, protecting our freedom. Therefore, not only should
military officials be concerned with why military members are getting out and
how to keep current members in, the American public should as well. The
American public should be concerned with their military’s leadership
capabilities. During these times of worldly hostilities and acts of terrorism,
people need to believe they are being protected by their military forces. This
is not the time for our military leadership to fail us. We must plan for
tomorrow and act today.
Consistent
leadership training is essential for military leaders. Leaders should have the
tools available to help them be effective leaders. In this article I have
discussed the differences in the military officer and enlisted personnel. I
also discussed demands imposed upon military members, leadership training that
Air Force and Army members currently receive, problems caused by the lack of
effective leadership, and solutions to enhance military leadership. The
military is losing quality people because of untrained leaders and because of
the lack of accountability.
It
is time the military puts a stop to it!
Part 1 of this article
was published in the July 2003 issue of weLEAD
Online Magazine!
Comments
to: editor@leadingtoday.org
BACK TO weLEAD HOME PAGE
About the author:
M. Shea Young recently completed her B.S. in Management degree
at
References:
About
ACSC. http://www.acsc.au.af.mil/About/about.htm (2002, September 25).
(2001).
An Army of none?
Military culture and junior officer retention. http://www.checkpoint-online.ch/CheckPoint/J1/J1-0002-ArmyOfNone.html (2002, October 8).
Andrews,
H. L., & Cantrell, J. C.
Where Does the Air Force Need Officers? Why Send an Officer to do an NCO’s job? http://www.airpower.maxwell.af.mil/airchronicles/apj/andrew.html
(2002, March 22).
Crocker, L.
P. (1993). Army officer’s guide. Mechanicsburg:
Stackpole Books.
Finch,
J., Jumper, J. P., & Roche, J, G. (2002). Air Force
Leadership. Airman, 46, 4-5
Flanagan,
E. M. (1985). Before the battle: a commonsense guide to leadership and
management. Novato: Presido Press.
Gabriel, R.
A. (1985). Military incompetence. Canada:
Collins Publishers.
Garcia, C. Professional
Military Education.
http://www.randolph.af.mil/12ftw/12sg/12mss/edcenter/PME.htm
(2002, March 22).
Hoffman,
T. (2000).
General Martin challenges leaders.
http://www.usafe.af.mil/news.html
(2002, March 09).
Kates, C.O. (1989). The NCO guide.
Harrisburg: Stackpole Books.
Newman, A.
(1981). Follow me: the human element In leadership.
Novato: Presido Press.
Selves,
M. L. (2000). The
chiefs of staff, United States Army: On leadership and the
profession of arms. Pentagon: Information Management
Support Center.
What is
Army basic training? http://www.armybasic.homestead.com/basic~ns4.html
(2002,
October 8).