I currently serve in what I consider to be the most substantial leadership position of my career. However, the leadership skills I have employed in my two-and-a-half years on the job were not the ones I expected. I came into my position as an executive officer knowing that I would need to instill good order and discipline, effectively manage the budget, and ensure training and readiness milestones were met. While I have done all of those things, I have become more adept at leading through the unconventional crisis and building a resilience among my crew that we never anticipated needing. The lessons I have learned are ones I will employ throughout the rest of my career and hopefully will inspire others to truly think about their role as a leader within any organization.
People First, Mission Second
While this sentiment may seem obvious, this is not always the military mentality. However, at the end of 2018, the U.S. government started what would be a 35-day shutdown. While services under the Department of Defense have statutes in place to protect service members, the Coast Guard falls under the Department of Homeland Security and the shutdown resulted in a stoppage of pay and allowances for all of its members. Most of my crew are junior petty officers who live paycheck to paycheck. We needed individual solutions for individual problems. For some, this meant getting groceries at food pantries; for others, it was taking loans against their retirement accounts or getting second jobs. We are a highly deployable unit, which causes stress and hardships on families even under normal circumstances. The leadership team made the decision to push back on any scheduled deployments and to recall those who were currently deployed. We made the conscious decision to put our people first and the mission second. We brought them home and let them be part of the solution and support network for their families. As a result, we saw a some of the worry and uncertainly released from the crew. They knew we would take care of them and their families. People first.
It’s Okay to Not Be OK
COVID-19 brought even more uncertainty to an already tumultuous year. It changed the way the Coast Guard executed missions, trained, and even worked in office spaces. The shelter in place orders affected people in different ways. For some, it afforded more time at home with their families, or in pursuit of hobbies they had long neglected. For others, however, it brought loneliness and depression. As a command team, we were cognizant of the different ways people may be coping. We increased outreach efforts, making contact with the crew via phone calls and texts when we couldn’t see them in person. Despite these efforts, as a leader I felt like I was losing my grasp on how the crew was really doing. I could not see their demeanor as they walked into the office, hear about their latest success, or even how their families were doing, which was common when we were all in the office together. More than anything, the leadership team emphasized that it was okay to not be okay. The command team was not going to fault any one, ever, for ensuring their mental well-being. We tried to break down the stigma and create an atmosphere that empowered the crew to take care of themselves, however that looked for them. We pushed resources internally and through our ombudsmen to ensure the crew and their families had their needs met, both physically and mentally. We are not exactly sure when things with return to “normal” or what that will even look like. However, I hope that the crew knows that we have their back and will do whatever we can to support them.
Have the Hard Conversations
Social injustice is a topic that, while long present in American society, became headline news with the killing of George Floyd. News outlets showed our country becoming more divided and there was a tension in the air that we hadn’t seen before at our unit. Rather than avoiding a topic that was sure to stir emotions, we addressed it head on and conducted facilitated discussions with the crew. Everyone had the opportunity to have their voice heard, to ask questions, and seek clarity. Most people walked away with new perspectives and conversations continued in the passageways long after our initial discussion. We didn’t hide from uncertainty, but rather showed the crew how uniting our differences can be.
Don’t be a Bystander
The U.S. Army lost soldier Vanessa Guillen earlier this year as a result of sexual harassment and retaliation that eventually led to her death. In July, a news article was published summarizing just some of the sexual harassment and sexual assault incident that Coast Guard Petty Officer Sara Faulkner endured during her 20 years of service. Even in my 14 years of service, I too have been the recipient of comments aiming to belittle, discriminate against, and discourage my service simply because I’m female. I personally let my crew know that this is not acceptable, for me or anyone, ever. We talked about change starting from within and wanting better for me, you, the Coast Guard, and everyone who chooses to serve after us. Above all, we emphasized that all members should refuse to be a bystander. It could save someone’s life.
This is a lot to fit into one tour. Even if I would have known that these challenges would present themselves, I don’t think there is a way I could have adequately prepared for the leadership tactics I would need to employ to get me and my crew through the last two and a half years. However, together we have built a resiliency that will continue to serve us long after this year and this tour is over. I’ve learned more about myself and the type of leader I am and want to be as a result.
