Generally Speaking
This month I will continue to review the highlights of a study I conducted with three peers in 1985-1986 when we were lieutenant colonels attending the Army War College at Carlisle Barracks, Pennsylvania. The primary objective of the study was to identify the common organizational characteristics of the truly excellent brigades (units with anywhere from 2000-3500 soldiers) in our Army. Our study yielded eight "pillars of excellence": Focusing on Mission, Power down, Teamwork, High Standards and Discipline, Caring, Consistent Excellent Performance, Winning Spirit, and Positive Command Climate. Today's focus is on Caring.
One of the most exciting things noticed in our visits to the excellent brigades was the way in which they took care of their soldiers and families. What seemed to differentiate these great units from some of the others we had known was the genuine sincerity of the chain of command about it. One brigade commander put it this way, "Caring for the soldiers and their families is not a program, it's an embedded way of life". Its essential ingredients were described as heartfelt, consistent, manifested in deeds not words and impossible to fake. What emerged in the minds of the soldiers was a high degree of trust that their chain of command held their personal and professional welfare in the highest regard and that they would never sacrifice it needlessly for personal gain.
Caring was demonstrated in several areas of the excellent brigades: environment, personal and professional growth, communications, sponsorship, family programs, and balance. Let me elaborate on each.
Environment: This referred to both the physical and emotional aspects of the environment. Work places, dining facilities and living areas were kept in top-notch condition. Soldiers were convinced this emphasis was for their benefit, not as eyewash or to make the leadership team look good to outsiders. Human dignity and self-esteem of the soldier were mentioned time and again by the leaders of the brigade. Shouting, screaming and abusive language were disdained and highly discouraged. An NCO said "you don't have to belittle a solider to correct him." Another senior leader reminded us that "when dealing with soldiers we must recognize that soldiers do not always have a good day." The leadership team stressed the need to avoid being overly critical . They were sensitive to looking for the good as well as that which needed improvement. The Golden Rule prevailed in these high performing units. Finally, there was a strong positive reinforcement attitude in these organizations. Outstanding service and achievement were recognized promptly and always in front of peers in a formal setting. There was a conscious effort to always thank soldiers for a job well done.
Personal and Professional Growth: The leadership was committed to the notion of helping every member of the unit realize his full potential and that's how the soldier saw it too. The counseling program was strong throughout. Feedback was documented, specific, focused and included positive areas and those needing improvement. Soldiers knew where they stood with regard to schooling and promotion. Long-term development of NCOs took priority over short term requirements. If a soldier needed to go to a formal professional development course, he would go-even if the unit had a major field training exercise during that timeframe. Personal and professional growth were extremely high on the priority list for senior leaders throughout the organization. There was no "lip service" given to leader development.
Communications: We found information flowed freely in the excellent brigades. Both formal and informal lines of communications were open. Goals and objectives and long and short range training plans were known down at the lowest levels. Every new soldier had an introductory interview with the company commander within 24 hours of arrival and was quickly introduced to unit standards, goals, history, etc. Commanders were visible throughout the organization. Good ideas were solicited from the working level and many were adopted, and appropriately recognized. The chain of command was perceived to be accessible and the leadership team was credited with being attentive listeners.
Sponsorship: All these great units had strong sponsorship programs. These were carefully monitored and feedback from the new soldier was solicited. The sponsors were carefully selected and were recognized and appreciated for their efforts. Soldiers who had served honorably were invariably recognized before their departure. Bottom line: first and last impressions were important throughout these caring organizations.
Family Programs: The prevailing attitude was that supportive families were indeed a "combat multiplier". It was understood that soldiers who know their families are safe and well cared for will perform at the highest level. They reported a high degree of confidence that the unit cared about their families as well as them. Newsletters and information meetings were used to keep families informed. Whenever a unit was scheduled to deploy, a support network for families were commonplace. This "chain of concern" was highly effective and almost all of the problems encountered by the families were resolved without having to return the soldier. The spirit of "we are family" and "we take care of our own" abounded in these units.
Balance: All of these excellent brigades received the toughest and most demanding missions. The soldiers stated that the pace was fast but there was never a feeling of "burn out". This was because the leadership team maintained a balance between hard work and personal/family time for their soldiers. Soldiers were released if their work was completed ahead of schedule. There was "decent duty day" established in these units. Soldiers departed at a reasonable hour and their holidays and weekends were preserved unless there was a real world crisis to handle. There was never "busy work" created for soldiers just to fill the day. Every task was meaningful and focused. Balance resulted in higher efficiency and effectiveness for every soldier in the unit.
It was clear to us that these excellent brigades had convinced their soldiers and their families that their welfare would always be considered. The sincerity and caring actions of the leadership team were a major component of the high morale we observed in these units. Regardless of the line of business we're in, truly caring for our employees should be our daily goal. I'm convinced the better you treat your folks the better will be their morale, loyalty, teamwork and output.
Lawson W. Magruder III
LTG, US Army (Retired)
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