It is not unusual when things are rough and appear to be of poor going in the military, to look at the top of the chain of command for the problems. That is smart, because that is usually where the problems are.
Over the years I have called for the “Burke Option” to deep select a vibrant, young CNO to break the adhesions of the lost decade that started this century. Others have called for it too as another way to break up the intellectual logjam up top. Would it help? It did last time it was tried … but then again they had Arleigh Burke.
Is this general malaise towards the performance of our uniformed senior leadership fair? Is it just a Navy problem?
I think it is DOD wide. Back in 2007, LTC Paul Yinling penned what started a serious challenge to the performance record of our General Officers and Flag Officers (GOFO) in his zero-elevation broadside, A Failure in Generalship;
America’s generals have failed to prepare our armed forces for war and advise civilian authorities on the application of force to achieve the aims of policy. The argument that follows consists of three elements. First, generals have a responsibility to society to provide policymakers with a correct estimate of strategic probabilities. Second, America’s generals in Vietnam and Iraq failed to perform this responsibility. Third, remedying the crisis in American generalship requires the intervention of Congress.
An entire book was written by Thomas E. Ricks covering the shortcoming of today’s – and past – GOFO in The Generals.
Another Army Lieutenant Colonel, Daniel L. Davis, this August went to the well again in the Armed Forces Journal (subscription required) ;
The U.S. Armyâ€™s generals, as a group, have lost the ability to effectively function at the high level required of those upon whom we place the responsibility for safeguarding our nation,…
In August on this blog, I hit the topic too. I think this tilting against the GOFO windmill is pointless.
For such action to take place such as clearing the deck would take the right civilian leadership in the Executive Branch and the Legislative Branch – and I see neither the appetite nor huevos to do such a thing.
So, we will continue course and speed unless otherwise directed … and in a fashion, that is fine – until it isn’t. If you judge what some see in the mid-grade leadership … the next few decades may be interesting on the way to “isn’t.”
If we are looking for leadership problems to address, is that the right part to look at? Some don’t think so, and instead point a worried finger to the incoming, not the soon to be outgoing. I don’t agree, and here is where I have a disconnect with what I have been reading not about the top of the chain of command, but at the generation coming in the entry level.
I have a lot of faith in this generation of junior officers – but I am starting to read a lot on the civilian side that makes me pause; am I missing something?
… the problem with the unemployability of these young adults goes way beyond a lack of STEM skills. As it turns out, they canâ€™t even show up on time in a button-down shirt and organize a team project.
The technical term for navigating a workplace effectively might be soft skills, but employers are facing some hard facts: the entry-level candidates who are on tap to join the ranks of full-time work are clueless about the fundamentals of office life.
A survey by the Workforce Solutions Group at St. Louis Community College finds that more than 60% of employers say applicants lack â€ścommunication and interpersonal skillsâ€ť â€” a jump of about 10 percentage points in just two years. A wide margin of managers also say todayâ€™s applicants canâ€™t think critically and creatively, solve problems or write well.
Another employer survey, this one by staffing company Adecco, turns up similar results. The company says in a statement, â€ś44% of respondents cited soft skills, such as communication, critical thinking, creativity and collaboration, as the area with the biggest gap.â€ť Only half as many say a lack of technical skills is the pain point.
The argument, at least inside the Navy, about the lack of critical thinking and creativity, predates the present generation. At least for my generation, we have pushed back against it from day one as a byproduct of too much emphasis on technical training and too little on thinking.
White’s comments, and of those she interviews on the civilian side, do not – at least from this seat – ring true. I don’t see a problem with our junior officers’ performance, attitude or critical thinking – if anything we are repressing all three. Are we getting the pick of the litter?
I just left active duty four years ago – but even that is getting stale, so let me roll this back to our readers: where does our stable of officers need the most attention? The war horses long in tooth, grumpy, set in their ways, and graying about the muzzle – or the rambunctious colts and fillies snatching reins when you’re not looking? Maybe we’re getting the pick of the litter – but I don’t see the problem in leadership with the twenty-somethings.
Or, if you look at the pic above and follow the link next to it – are the challenges we are having separate from the civilian world and totally of our making – and we’re a few decades in to making it?
- On Midrats 26 April 15 – Episode 277: Manpower, Modernization, and Motivation – an Hour with VADM Moran
- A Call to Write
- On Midrats 19 April 2015 – Episode 276: “21st Century Ellis”
- John Quincy Adams — The Grand Strategist: An Interview With Historian Charles N. Edel
- 4 Reasons Not to Resign Your Commission as a Naval Officer