KAISERSLAUTERN, Germany -- Another highly successful experiment in U.S. Army Europe's "Leadership Laboratory" unfolded April 13-16 at the Armstrong Club on the Vogelweh Military Complex.
The subjects weren't lab mice but around two dozen dedicated, engaged senior noncommissioned officers from across the 21st Theater Sustainment Command, and the results could make an important difference in the lives of Soldiers and organizations across the region.
The event, informed by guidance from Department of the Army senior leaders and the USAREUR command team as well as our commanding general, followed an intensive week of Sexual Harassment/Assault Response and Prevention training conducted across the USAREUR area of responsibility and culminating in a TSC "SHARP Summit." During the summit, our leaders participated in a vigorous discussion of contemporary issues and concerns. Their dialogue was informed not only by a series of presentations delivered by garrison and TSC SHARP advocates, but by input from agencies ranging from the Office of the Inspector General to Equal Opportunity and suicide awareness proponents. This allowed for candid and well-informed discussion among our senior NCOs, agency representatives and subject matter experts.
Following the SHARP summit, we concentrated on leadership fundamentals -- how do we encourage and maximize initiative, purpose, innovation and excellence? How do we build trust? How do we develop the next generation of leaders? To what extent can institutions and leaders shape values? Should Soldiers ask "why" or just do what they're told? If the answer is "yes," what are the costs and benefits?
We engaged these issues in several ways, including open-forum discussion, breakout sessions and back-briefs to the entire group. The senior NCOs collaborated on solutions, which they discussed, presented and fleshed out in written products assembled over the next several days.
The issues that provoked the most heated discussion revolved around values and the importance of asking "why" questions.
A Soldier's fundamental moral compass, most of the leaders agreed, is rooted deeply in personal character traits, life experiences, upbringing and religious values. The Army and its leaders reinforce desirable character traits through strength of example, creating incentives for positive values and actions, mentorship and enforcing standards.
"As the small group discussion began, reality sat in," said Sgt. Maj. Michael Ledesma, the TSC G1 sergeant major. "The small group realized that every small group member's individual experience defined different approaches to changing or developing character. The small group discussion quickly changed from changing a Soldier's character to influencing a Soldier's character.
"Overwhelmingly, the group members stated that 'no one can change my character, but me,' and even then, it takes a significant emotional event to cause change," he continued. "However, the group agreed that leaders can and need to influence the character and behavior of Soldiers to ensure they are shaped around the Army Values."
Some were optimistic about their ability to influence subordinates.
"Leaders have an opportunity to shape character within their formations," said Sgt. Maj. Kevin Harris, the TSC G4 sergeant major. While the Genesis of character lies in family and religious influences, leaders can influence character "by projecting values, standards and enforcing discipline. Our actions and the culture of the organization will help in character teaching. Knowing that your actions influence changes holds you accountable as a leader to practice good habits, habits become character and character becomes a force."
Groups generally started by discussing the extent of possible change and ended by exploring the best ways to bring about positive change.
"Ultimately our small group agreed that to influence or change a Soldier's character you could create mentorship programs to enhance the Soldier's knowledge and try to steer them in the direction that aligns closely with the Army's values," said Sgt. Maj. Robert Brillant, the G6 sergeant major. "The second measure we talked about was constant enforcement of standards and discipline within the organization. We felt that focusing on this approach Soldiers would all be within due bounds of each other and would know that there are consequences for their actions."
"The last measure we talked about was setting the example as leaders for our Soldiers to inspire them to adopt some of our traits and help to cultivate their character," he added. "We realize that it takes time to develop character, it is not a fast process, and you won't change a Soldier's character completely, but by investing time and effort in our Soldiers is a step in the right direction to try to influence character change."
A very spirited discussion explored the desirability and importance of "why" questions. Our senior NCOs offered some insightful observations on the dynamics of "why." Insecure leaders sometimes resent "why" questions, our senior NCOs pointed out, because they lack confidence in their expertise and their answers, or because they interpret the questions as a threat to their authority. In the end, most agreed on two points -- firstly, that a significant cultural change making it more likely and more acceptable for Soldiers to question leaders had taken place during their careers; and secondly, that asking questions is essentially a healthy thing. It encourages "commitment" rather than mere "compliance" and helps produce innovative, thoughtful Soldiers and future leaders.
"Soldiers will be more committed to a task/mission if they understand why they are doing it," said Sgt. Maj. Anthony McAdoo. "Additionally, it allows them to mentally organize and rationalize the task at hand -- knowing the reason allows them to see where they fit into the big picture and that their job or assigned task is extremely important. With this knowledge, it inspires them to think of ways to improve efficiency as opposed to just completing the task. This encourages innovation and breeds positive results."
"There is absolutely nothing wrong with a Soldier asking 'why' and it should be encouraged," he added. "This fosters an attitude in Soldiers that will lead them to commitment rather than compliance. A compliant Soldier does only what needs to be done, versus a committed Soldier who not only meets the standard, but will give their all to ensure standards are exceeded."
The professional dialogue conducted by our senior enlisted leaders certainly "exceeded the standard." The thoughtful discussion and constructive proposals pointed toward progress on developmental and leadership issues. More importantly it reinforced the importance of engaged leaders focusing on relevant issues like character, mentorship and leader development. With these kinds of senior NCOs and the subordinates they mentor at the helm, the future of our command and our Army -- not to mention USAREUR's "Leadership Laboratory" -- looks very promising indeed.
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