On Leadership By Gen. Dessni J. Reimer
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The U.S. Army is in the midst of some of the most dramatic changes in its history. Never before has the Army undergone such a profound transition and yet remained trained and ready. During this period, without question, our greatest challenge has been dealing with the human dimension of change, preserving our bedrock values and traditions amid the pressures and turmoil of the times. The solution to this critical challenge is found in one word--"1eadership." One of the great strengths of the U.S. Army has been its unswerving commitment to soldiers-to knowing them, protecting them, teaching and mentoring them, understanding their concerns and truly caring for them. This is the right stuff of leadership and is something we need now more than ever.
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Leaders cannot be afraid of change. The history of the Army is one of change, a 222-year tradition of continually reshaping to meet the needs of the nation. We have much experience in this area, and we know what works and what does not. There is no need to look for magic solutions or a silver bullet. The best way to lead in a period of fast-paced change is go back to the basics. Throughout my career I have always been guided by three fundamental, timeless principles:
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First, leaders must do what is right everyday, legally and morally. We are an Army of quality people, and if all of us do what is right, we will be in good shape. If leaders can look themselves in the mirror every night and say that they set the example, that what they did was right for their soldiers and civilian employees, then they are making a great contribution to the U.S. Army.
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Second, leaders must create an environment in which people can be all they can be. Everyone knows that the Army enlisted a lot of quality people with the slogan, "Be All That You Can Be." The leader's task is to turn that slogan into reality. We have an obligation, indeed a moral responsibility, to create an environment in which every soldier and civilian employee can develop to the fullest extent. We are an Army of diversity, in terms of race, gender and ideas. This is by design and intent. Diversity is important to us. No individual has the right to lead in our Army unless he or she is willing to lead with equal zeal all of the people who make up the Total Force.
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Third, leaders must treat others as they want to be treated. There is great strength in diversity if leaders can harness it and get it moving in the right direction. The best way to do that is to practice what we all learned as children-the Golden Rule. If we to that, we will build the teamwork that is so essential to everything we do.
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Each day, thousands of leaders of every rank and in all units live by these three rules. From Bosnia to Camp Casey, from Fort Lewis to Fort Bragg, there are competent and dedicated NCOs and officers whose adherence and devotion to these precepts are making a difference for the future of the Army. Their professional leadership is the best way to manage the changes we face.
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I have become more convinced than ever that one reason leadership works is the Army's adherence to standards. A sergeant major once told me, "The Army is an easy place in which to succeed. The Army has a standard for everything and all we have to do to get ahead is to meet those standards." He had it right. Every time leaders fail to keep their commitment to standards, trouble follows. There is no valid reason for not setting and conforming to standards. We must ensure all leaders understand standards and enforce them, as well as set the example. Standards are the "crown jewels of the Army." Without them, there is no discipline.
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From a practical standpoint, leading in America's Army requires that we be where the troops are. Leaders cannot be captured by the office, the computer or endless meetings. They must be where their soldiers are, leading and listening. It is particularly important during this time of change that leaders communicate frequently and personally with their soldiers and civilian employees. Communicating means not only telling them what is going on, but listening to their concerns and doing something about them. "Counseling" and "mentoring" are not just academic terms. They are an essential part of the leader's tool kit. This hands-on leadership style can only take root when it is driven from the top down with leadership-by-example programs.
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The Army's seven inherent values-duty, honor, courage, integrity, loyalty, respect and selfless service-are what make our profession different. Gen. Douglas MacArthur described it best when he said, "Yours is the profession of arms--the will to win, the sure knowledge that in war there is no substitute for victory, that if you lose, the nation will be destroyed."
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These are powerful words. It is a heavy responsibility that can only be borne by faithful adherence to the Army's values and traditions. Leaders must nurture those values, exemplify them and instill them in their subordinates. Army values are a way of life that leaders must emphasize from the first day of initial-entry training to the last salute at the retirement parade. We must have sustained programs in the field, and values-based training must encompass more than just classroom instruction. Leaders must make values come alive.
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Most important, it is essential to keep in mind that America's Army is the best Army in the world. We have all the ingredients in place to seize the opportunity and to truly make a difference. Without question, the most vital of these ingredients is values-based leadership. As long as we do what is right, we have nothing to fear, and there is no limit to the amount of good we can do for our people and our nation.
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Leadership is about values, discipline and teamwork. These are enduring qualities. They have kept the Army strong for years, and they are even more important as we change to meet the challenges of today, tomorrow and the 21st century. | |
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FAQ'sFrequently asked questions |
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