Leadership and Corporate Culture. How can we improve ourselves?

2015-03-05T06:21:44-05:00

While the below article is the catalyst for this discussion, this is not meant to slag off the Airforce (for once, in a staggering change from SOP for a Marine), because I think the issues of careerism are evident, by and large across all services and at all ranks. This mindset or concept is also a common feature of the corporate world. That is not to say every facet of the military, or every corporation has this poisonous culture, but the infestation is out there.

So the question becomes, what can junior personnel do to redress and change this kind of culture? Those in power are either a part of the system to one extent or another, or are already changing what they can within their scope, beyond being proficient in our jobs and leading from the front, what's a young Joe or manager to do in a careerist climate? The whole line about staying in and waiting till you're in a position to affect serious change is all well and good, but that usually means bowing to the system as it stands now, which only reinforces the system. Cultural change of this sort needs to occur at all levels.

Response by SGT Jim Z. made Mar 5 at 2015 7:16 AM

2015-03-05T07:16:18-05:00

This is a slippery slope for young service members and young employees in the corporate world because if the change you propose is successful you are lauded as a hero but if it goes bad you are a zero and classified a non-team player and troublemaker, much like Hornitschek in the unconfirmed story.

Response by COL Jean (John) F. B. made Mar 5 at 2015 9:31 AM

2015-03-05T09:31:07-05:00

Great article with more than just a little bit of truth to it. Most of what COL Hornitschek stated in his briefing is right on target. Outstanding performance in whatever position/job you have is critically important, but the system always has and always will be very prone to manipulation by ticket-punchers, Godfathers, and politics. All services have the same issues and I don't ever see that changing.

Response by HN Private RallyPoint Member made Mar 5 at 2015 10:17 AM

2015-03-05T10:17:25-05:00

What i think needs to happen is that we need to get the junior personnel that want to lead and be proactive in their communities and do a good job at what they do to be promoted and put into those positions where they can start enacting change. Sadly what you said about when you wait it reinforces the system is true. We ned leaders now who are not afraid or sccared to stand up for what they believe is right to start enacting change now. The longer we wait the worse it'll get. I actually have some leaders here who are that way. They have tried to enact change and make things better but keep getting pushed back down from Chief level up. Sadly some people are so set in their ways that they won't allow change to happen and by the time you reach a posistion to enact change there isn't anything you can do or you've changed to act like those that came before you.

Response by SGT(P) Khalid Wise made Mar 5 at 2015 10:29 AM

2015-03-05T10:29:50-05:00

My personal truism from Marine Corporal to Soldier Sergeant to Civilian Deputy Sergeant... Mentoring leadership by example matters and is the true difference maker to affect culture change. True, it has never benefitted the the one (me except in self satisfaction sense), but it has always benefitted the many and my subordinates. My point of pride is that the lowest rank of those I have mentored has been E6-SSG through CW3 as well as my CPT baby brother I housed while he finished his Morehouse College Degree after our dad passed in 1996 before he enlisted in the Army (serving in Iraq as an CBRN SGT with 10th Mtn in 2003-2004 before OCS BOLC 3 FT LEE, his OCS graduation eclipsing MCRD PISC GRAD for me as I wept manly tears)... I have mentored and trained three former subordinates at my Sheriff's Office in Georgia into outstanding Internal Affairs and Jail Operations Sergeants and anticipate one of the three to become the lieutenant I was never meant to be... I am the Professional Trainer, the mentor leader... and truly NO ONE IS MORE PROFESSIONAL THAN I (most of the time)... JMHO, as I am honored to stand with and in my RP Family.

Response by SGT Private RallyPoint Member made Mar 5 at 2015 10:37 AM

2015-03-05T10:37:48-05:00

This is a rather interesting topic.

In my previous position, I made an attempt to take the initiative and to improve the way that things were done at my last employer. Unfortunately, this was not welcomed at this company and was told to "Go with the flow"- which, to me, meant "Shut up and do your job". This company was a prime example of a careerist climate.

Sometimes companies realize too late that they needed to change and do away with the careerist culture when the company either gets bought out or folds.

Response by Sgt Aaron Kennedy, MS made Mar 5 at 2015 11:00 AM

2015-03-05T11:00:13-05:00

"Coleman’s analysis of corporate culture contends that 10% of an employee’s perceived worth derives from performance, with the other 90% deriving from image and exposure."

Perception is reality.

He was crushed for saying something out loud, which was an open secret. In other words "We have a turd in the punch bowl."

In the Marine Corps, we talk "Career Progression" and whether or not people have a "plan." Which is code for the above. I'll talk a little about the Scout Sniper Plt Commander I worked with at 3/1. As a Plt Commander, he explained the concept to me.

He was a Ground Intel Officer (0203/0302 & 8541 later 0317). After successfully completing a Plt Leader (and Assistant S2) billet, he had 2-3 options as a Lt. XO or CO of a Company, or S2 of a BN/Battery.

He went on to become the company commander of a Recon Company. That gave him "Command Experience" and also kept him in his normal field (just flipped it to 0302/0203).

The nice part about this was whenever he was ready to pick up Capt, he would be qualified for both Operational or Intelligence roles. He was playing the game. He anticipated doing school or a B-Billet as Capt (or both), then hopefully either another command or G-Staff.

He walked me through the process when before I re-enlisted, and told me always to think about where I was going next. The selection boards are looking at those things. I kept that in mind, as well as my PME, etc.

They have no idea how I'm "performing" but they do see what I've completed and where I've been on a single sheet of paper.

Response by GySgt Joe Strong made Mar 5 at 2015 12:11 PM

2015-03-05T12:11:40-05:00

LCpl Eric Glocker,
Excellent Article, thank you for bringing it to my attention.

Response by SPC David Shaffer made Mar 5 at 2015 1:46 PM

2015-03-05T13:46:38-05:00

One thing in life that you will never change, is change itself! You can have many mentors throughout your life that can and will add to your knowledge, but I think it is important for everyone to have their own thoughts. Everyone has to learn by failure at some point in their lives. Many of the greatest minds in history have thought of failure not as a destination, but as a learning experience and a place they need to examine the reasons they have failed and try another way they can accomplish their goals. It's very important to learn from others mistakes as well. You have to look at the big picture and possibly you can succeed where they have failed. It's true that humans fight change, but if you put it in a way they can see their own benefit, well, that change will come about a lot easier. Ok, now I know i'm just ranting so i'll end it there!