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Marilina Crawn
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I spent nearly five years in the U.S. Army, Field Artillery branch. For the most part, it was quite rewarding. I had the benefit of being stationed in Hawaii, with the 25th Infantry Division, for 39 months: my "hardship" tour. I spent most of the rest of the time at Ft. Sill, OK (initially, in Field Artillery Officer Basic, and later as an operations research analyst). I went in as a new commissioned second lieutenant (2LT), and left as a fairly junior Captain.
It provided me a great deal in the way of education. First, I got the last two years of my Temple University undergraduate degree paid for from an ROTC scholarship, and later was able to use the GI Bill to pay for all of my MS (USC) and most of my MBA (University of Baltimore). Not bad. And second, as an active duty officer, working with soldiers, having loads of responsibility, encountering a variety of situations, helped prepare me for later management roles.
I came to learn that the army provides many examples of leadership and management; for the most part, it's quite good. But occasionally it's not so good. A couple examples occurred to me today, and I thought I'd share them with you.
The "Big Island" of Hawaii has a training center in the middle of the island, which most tourists are completely unaware of: PTA or Pohakuloa Training Area. We would go there for four-to-six weeks, once or twice a year. It's pretty desolate. Because its elevation is pretty high, it can get quite cold, although it can also get pretty hot, too; and, because there's very little vegetation, it can be quite dusty. It's not unusual to put on a clean uniform, only to find it pretty dirty a short time later.
One Friday, we were done our exercises and were cleaning up the equipment before departing. We were told that no one, NO ONE, could leave until everything was clean. And although as an officer I didn't actually do any of the cleaning, I, like my fellow lieutenants, sat around waiting for everything to be taken care of. We would help out, where we could, but for the most part observed the activities of our troops.
This officer, my commander for about a year, was one that I had little respect for. There are three common ways to be commissioned in the army: West Point, ROTC (which I went through), and OCS (Officer Candidate School). This officer received a "field commission" (i.e., he was promoted directly from his enlisted rank, while serving in Vietnam). This isn't at all something to be critical of, but perhaps his lack of some formal training (he didn't have a degree nor, apparently, had gone through the rigorous training those who are commissioned in one of the other three ways are) may have contributed to his overall poor leadership/management.
Yes, rank does have its privileges. But, we have to be discrete in how we choose to use them. At this point a better example of leadership would have been for the commander to be right out there with everyone else; but not him! He had a plane to catch.
We were out training on Oahu one day, firing our 105 mm howitzers. The thing about a 105 round is that it came with several powder bags (seven, as I recall); and, depending on how far the round was to go, you would use a different number of bags. For example, if the round was only going a short distance, you'd only need one or two bags; if it's going a long way, then more would be needed. Because of the limited range available to us on the island, we never used more than around five bags, so always had some left over.
Well, after a day of exercises we discovered that some bags were missing. Our battery's XO (Executive Officer), another 1LT myself (I was the AXO, or Assistant Executive Officer, responsible for the Fire Direction Center, at the time) asked who had taken the bags: no one confessed. And so, he had all the enlisted men stand at attention. Once in awhile he would ask everyone to rest, and ask again "who has the bags?" No confession, then a return to attention. This lasted at least an hour. Meaning, we were delayed in getting back to the barracks and able to leave for the day.
I recall thinking "what a jerk" (or, perhaps something a big stronger may have occurred to me, as it does now). Punish them all for the sins of one or two. Great leadership! And, a great way to build morale!
One quick example: I worked for a company 30+ years ago, where we had a new senior manager brought in. He informed us, with no hesitation, that he would be the BEST manager we'd ever seen. Well, he wasn't. So much for promises.
There are differences between managers and leaders. And while business schools are quite good at teaching management, leadership is normally not part of the curriculum. This isn't the case with the military, where we are given leadership courses. The military is quite big on leadership, and understandably so.
In both management and leadership, there's interaction with junior level staff. How we interact, how we challenge, the examples we set, the way we communicate, are all important. Hopefully, we learn from the mistakes of others, as well as the mistakes we make ourselves.
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