How do we (as leaders) shape the "military environment?"

SFC Tyler, you make an excellent point about our (senior leaders) perspective, and clearly what are generational differences in culture. Those realities confront each generation as society evolves, and we are not exempt. The solution may lie in our capacity to determine what are the significant issues for which nothing less than strict adherence is required and what are those things which are not our preference, but do not impact unit performance.   

My observation about recent additions to our work force is the lack of a sound and firmly fixed set of personal core values. This absences translates directly to breaches in behavioral standards, and is frequently the root of our most significant problems.    

(heavy fingers on the keyboard) If we live the example that we should, and work to establish positive relationships with our junior people, I think that gives us a solid place from which to begin transforming the workforce. There is a very pronounced "what's in it for me" attitude in the workforce today, and as mentors we must use that to our advantage to demonstrate that adherence to organizational standards and core values coupled with hard work does actually benefit the service member by increasing opportunities for personal success.

We must also recognize that we may be required to sort the wheat from the chaff. As a newly minted chief, I had a supervisor tell me, "There are times when you will need to identify those people you can save from those you can't. Spend your time with those who going places and realize that there's nothing you can do those people who aren't." In the coming times of fiscal austerity, sorting the wheat from the chaff is going to be a necessity. We can't afford to have members who don't have that military mindset 24/7.