THE CHALLENGE:
How does one go about building stronger leaders of high moral character? How does one ensure those leaders have the moral courage to do the right thing and to inspire their peers, subordinates and superiors to do the same?
I submit that senior leaders should first identify individuals of strong character as early as possible, and do so without using the officer or noncommissioned officer evaluation report. Since these evaluation reports measure only job performance as it relates to work accomplished, character is not accounted for when following the Army's education model of select, train and promote. If character is a trait we want in our leaders, it must become part of the equation.
We must also improve our recruiting practices. According to official Army figures, nearly 70 percent of all citizens fall outside of the prime age for recruitment and introduction to military service. More than half of those remaining are ineligible for military service because of stringent entry requirements. Some have had too many brushes with the law. Some have gang-related or extremist tattoos. Some have received psychiatric treatment for severe mental illness or anti-social behavior. And, some have been diagnosed with any of numerous physical disqualifying conditions, from heart murmurs to obesity.
Other potential recruits have too many dependents, scored too low on the Army aptitude test, or lack high school or general equivalency diplomas. Next, remove those already serving in other branches. Then, eliminate those who are qualified but uninterested, and the pool shrinks further.
Additionally, opportunities in an ever-widening array of civilian career fields serve to draw away potential recruits. Compared against the average of the last 30 years, interest in military service has markedly decreased in the last three years. By adding character requirement standards to the recruitment process, that pool of potential service members will shrink yet again.
Improving our recruitment process may help us mitigate some of these factors.
THE STRATEGY:
Leaders, especially platoon sergeants and platoon leaders, are vital to developing their subordinate's character. These mid-level leaders are closest to the Soldiers and they exert the most influence on junior enlisted personnel. To get involved in these Soldiers' lives, and to lead by example, will require commitment. To enforce the seven Army Values will require vigilance and courage.
Character is important to the long-term success of both the mission and Soldier resiliency. Leaders must constantly engage their subordinates to think critically, along moral and ethical lines, and help them develop the character required to be successful leaders.
As part of developing our mid-level leaders, senior leaders must continue to use the Army's Multi-Source Assessment and Feedback tool, and implement peer assessment during quarterly senior leader counseling.
Lastly, commanders and directors should ensure every junior leader is assigned a senior mentor within the organization. This ensures that each junior leader has someone experienced and knowledgeable to talk to and discuss issues with, free of judgment.
While not intended to be a replacement for traditional mentorship models, this can serve to strengthen relationships and leadership paradigms within the organization. Having both official and unofficial mentor channels ensures a full spectrum of needs can be expressed and met by both senior and junior leaders.
THE RESULT:
Implementing these strategies will help to create an environment where junior leaders obtain a better understanding of the needs and character of the organization, and of themselves. Senior leaders will have an increased capacity to inspire junior leaders and mentor them through tough decisions, helping to reduce the likelihood of confusion, error or detachment. And, it will help foster the kind of collaboration that defines the values and mission of any well-led organization.
Like all leaders, I remain committed to making Camp As Sayliyah better tomorrow by what I do today.
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