The Officer as a Gentleman. Toxic antidote?

We have been talking about this for a decade now, at least since Colonel George Reed published his paper on toxic leadership in Military Review, an article that has fueled innumerable leadership journal clubs in and out of the military.  It happens that in the ensuing years the military has been embroiled in a series of increasingly unpopular wars that have asked much of leaders at every level.  It is very likely as General Martin Dempsey, Chairman of the Joint Chiefs said, that our system has favored “competence over character.”  The need for short term results (within the two years or less of a short command tour) instead of an investment in the long term – including leader development – may be an unanticipated consequence.  Regardless, senior military leaders are increasingly characterized in the press as toxic and displaying poor moral judgment.

Toxins are poisons.  Toxic leaders poison those around them, particularly subordinates.  One colleague of mine characterized a toxic leader he knew as an “equal opportunity yeller” who “used to spit and slobber” as he yelled at you.  This is not a new trend.  Fifteen years ago in his monograph on generational challenges in the officer corps, Dr. Leonard Wong referred to a common theme among young leaders, “They have lost faith with the senior leadership of the Army. They believe they [senior leaders] are either out of touch with reality or liars. We’re losing a generation of good leaders.”  That was before 9/11.

An antidote is a substance which can counteract poisoning.  The term derives from the Greek αντιδιδοναι (“antididonai,” “given against.”)    The Good Book teaches “He who is faithful in a very little thing is faithful also in much; and he who is unrighteous in a very little thing is unrighteous also in much” (Luke 16:10). Phillips Brooks, a nineteenth century American clergyman said, “Character is made in the small moments of our lives.” Continue reading →

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The Decision to Lead

(Remarks presented at the Transfer of Authority Ceremony,
Ft. Belvoir Virginia, January 17, 2014)

This month marked the end of my tenure as Commander/Director of the Fort Belvoir Community Hospital (FBCH) and concluded eight years serving with the executive committees of four different military hospitals in the National Capital Region (NCR). The transfer of authority ceremony marked the true end of the 2005 NCR BRAC (Base Realignment and Closure Act) as the last of the dinosaurs shuffled off towards La Brea and a new generation of leaders with fresh perspective move medicine in the NCR “enhanced multi-service market” to even greater levels of access, service and excellence! 

There is no question that our hospital and health care system leaders will continue to embrace the words of General Douglass MacArthur, “A good soldier, whether he leads a platoon or an army, is expected to look backward as well as forward; but he must think only forward.”

The health care team at Fort Belvoir Community Hospital has logged some remarkable accomplishments in the past several years.  Prior to the summer of 2011, it didn’t exist as an organization.  Since the opening, the move, the merger, standing up a range of new care-services, the hospital achieved its first ever Joint Commission accreditation and quickly established itself as the most recommended hospital in the Military Health System (MHS). Continue reading →

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Mentor and Coach: Right Brain, Left Brain?

     For though ye have ten thousand tutors (paidagōgos) … ye have not many fathers…”
          Letter from Paul to the Church at Corinth (1 Corinthians 4:15)

The business of becoming a grandfather over the past few months has given me pause.  First I have to get over the sense that am far too young.  I think of grandfathers as old.  I couldn’t possibly be at that point…

Assuming that it is possible (and that seems to be the case) and acknowledging that age is at least in part a way of thinking, one characteristic of being more senior is that you are also more circumspect.  While I blundered into parenthood three decades ago without a whole lot of thought or worry that I might not get it right (“How hard can it be?”) this major life change comes with a bit more thought; perhaps even angst.

My wife made an observation recently that I have found myself contemplating: maybe this business of being a grandfather is more about being a mentor than a coach.  And maybe that means that it will take more of my right brain. Continue reading →

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Multitasking Morbidity

Yesterday I experienced either a new, as yet un-described side-effect from an asthma medication or a new multitasking morbidity.  I take a dry-powder inhaler in the autumn and winter as a bit of insurance against mild bronchial hyper-reactivity that has been a minor annoyance since childhood.  I probably don’t even need it.

To briefly set the stage, yesterday was a typical “I’m-a-bit-later-than-I-wanted-to-be-so-I-had-better-try-to-cram-the-things-I-need-to-do-into-less-time” morning.  During the week I get up several hours before I have to be at work to think, read, write, pray, exercise a little; to spend a little time with my wife and see the kids off.  (It helps living a ten minute bicycle ride from the hospital.)  Yesterday I spent a little too long in the thinking/praying/reading mode.  I had to make up time. Continue reading →

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We happy few…

My brother reminded me on the 598th anniversary of the Battle of Agincourt (St. Crispin’s Day, October 25, 1415) that the famous Shakespearean passage that gives name to this blog site can be misinterpreted.  “We few, we happy few, we band of brothers” doesn’t necessarily imply that the English troops facing overwhelming odds in northern France on that cold October morning were thrilled about being there.Morning_of_the_Battle_of_Agincourt,_25th_October_1415

“Just in case it isn’t apparent to you” my brother Michael wrote me, ” ‘happy’ as in ‘we happy few’ really means ‘fortunate’ more than an emotional state.  The word (dictionary has it as Middle English, but it’s older than that) ‘hap’ meant good luck or good fortune.  So, the Bard saying ‘we happy few’ is a continuation of his thought that the fewer men, the more honor. We are few, and we are fortunate to be few.  He just said it a lot better.  Gosh, as I sit here thinking, even the use of ‘band’ continues the thought of fewness.  The dude was excellent.”

Although leadership touches every aspect of our lives, and in fact to truly live is to lead, leadership can be lonely at times.  Even then, we remind ourselves that having the privilege to lead from the front – challenging, counseling, consoling, cajoling – we are indeed fortunate.

Chuck Callahan  Henry V 4.3 – Lead from the Front  http://henryv43.com/

 

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Digital-induced Developmental Delay?

I will confess to a bias.   I believe that relationships are the economy of life, and that trust is the currency of that economy.  I hear people say that they are leaving this organization or that one because they don’t like the politics.  Politics are the manifestations of the economy at work, “the total complex of relations between people living in society:”  sometimes messy, often unfortunate, always inevitable.  It’s just a matter of people working things out together; trying to balance the authentic desire to act with others’ interests in mind while we are simultaneously trying to control our hardwired nature to survive and to promote our own agendas.  Leadership in specific and life in general requires that we establish the balance, that we learn how to be trustworthy, and that we master relationships.   As with any skill (Malcolm Gladwell’s “10,000 hours”) to become expert, we have to practice.

cell-phone-christmas-card (2)

The picture is a family’s clever holiday card, all the more poignant because it is hauntingly familiar.  Most of us can relate to a time when we were speaking with someone who answered a text message or a blackberry email mid-conversation.  We have all seen the family in the airport or in a restaurant simultaneously on digital devices, and presumably not communicating with each other. Continue reading →

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Integrity

“All models are wrong but some are useful.”  (Economist George E.P. Box)

In an effort to comprehend character in leadership, we tend to blur values, virtues and principles.  Values define how a person intends to live.  For example, Army values include loyalty, duty, respect and selfless service.  Navy values include courage and commitment.  Virtues are values in practice. They are literally “visible values.”  Where values define “how,” principles define “who” the leader seeks to be.  In the model I have been using for the past few years, I believe that the four cardinal principles of leadership are: honor, humility, integrity and faith.  Integrity is the foundation.

Most leadership discussions start with integrity. The new Army leadership manual FM 6-22 (August 2012) defines integrity as “a key mark of a leader’s character,” and further as “doing what is right, legally and morally.”  Previous editions used phrases like, “consistently act according to principle” and “morally complete and true to yourself.”  In his book, The Stuff of Heroes, General William Cohen surveyed 200 combat military leaders, including 62 admirals and generals regarding the lessons they had learned from leadership in battle. Ninety-five percent of their responses fell into one of 8 principles.  The first of the principles was “maintain absolute integrity.”

The military is not the only organization interested in integrity.  It was the Merriam-Webster Word of the Year in 2005; the most looked-up word on the on-line dictionary that year. Today, the first definition of integrity in the dictionary is “adherence to a code.”  However, as Stratford Sherman observed in his 2003 paper “Rethinking Integrity,” the definition has changed over time.

In the 1989 Oxford English Dictionary, the first definition of integrity was “the condition of having no part or element taken away or wanting; undivided or unbroken state; material wholeness, completeness, entirety.” (Integrity derives from the Latin “integer” or “entire.”)  This older definition stresses completeness or consistency. The concept of consistency and incorruptibility remained first among the definitions for integrity through the 1990’s.  This definition of has moved to number three or four in the last decade, and has been replaced by the notion of integrity as adherence to an external moral or even artistic code. Continue reading →

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Planning Transition: Vocation, Occupation, Career

Life is a series of transitions.  Like Gandalf leading the Fellowship of the Ring through the Mines of Mordor, we arrive at a new place with a series of different options or directions, and say as he did in the movie, “I have no memory of this place.”  My family faces a transition next year after three decades of federal service.  Life will not be the same.  “I have no memory of this place.”  How do we choose the right direction?  Perhaps it begins with listening.

Our vocation is what we are passionate about.  (Vocation: a calling, from the Latin “vocatio,” or “voctus,” past participle of “vocare,” ”to call.”)  We naturally exercise those talents we enjoy. With the practice that comes from the joy of exercising these passions, we come progressively better at them.

We can often identify elements of vocation in our family life, in our work and in our leisure.  What are the things each day that get us out of bed, that we look forward to, that bring us joy and a sense of purpose?  I realize for myself that my vocation generally includes some combination of the triad: to lead, to teach, and to serve.  The common denominator of the three is people.  What drew me to clinical medicine is what draws me to leadership and academics: I like being around, learning from and perhaps even positively influencing others.  I like seeing them exercise their own talents, working toward a common purpose and finding their own vocations.  Realizing this truth about myself required me to listen carefully to my own calling, my vocation. Continue reading →

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The Psychology of Sweeping

I swept my back porch this week for the first time since we moved into this house ten months ago.  I knew as I was sweeping it that the likelihood that I would sweep it again bumped up significantly by this simple, initial act.  Even as I was typing this piece on the same porch later that same afternoon, I noticed some dirt left over from flower planting, went to get the broom and swept the area again.

My wife and I often saw men and women sweeping the walks and streets in front of their homes and shops on a recent visit to Italy.  It is in some way a counter to the mindset of the “broken window” proposed by George Kelling and James Wilson in their classic 1982 Atlantic Monthly article.  They quote the research of Philip Zimbardo, who parked a car without license plates and with its hood up on a street in the Bronx and in suburban California.  In both settings the car was ultimately vandalized and destroyed.  “Vandalism,” Kellig and Wilson proposed, “can occur anywhere once communal barriers—the sense of mutual regard and the obligations of civility—are lowered by actions that seem to signal that “no one cares.”

We generally care for our possessions and our homes. We care for what we own.  Is it possible that the “psychology of sweeping” manifest by the Italian home and shop owners somehow extends the boundaries of what is “home” and with it the sense of ownership and personal responsibility for the walks and the streets by their homes and shops?

How might this psychology affect the attitude of staff in a service or heath care environment, where we too often relegate work spaces and common areas to the purview of housekeepers and maintenance workers?  It is a crucial question if you believe Leonard Berry that like all service industries, a positive health care experience is affected by three sets of “clues:” the “humanic” (people and culture) the “functional” (processes and practice) and the “mechanic” (built environment) of the delivery system.

The built environment is usually the first thing we see.  How it appears can affect our perception of all other experience “clues.”  Can we positively affect all three experience dimensions by encouraging a sense of ownership in our employees and staff members?  It begins as always with leaders setting the example, picking up scraps of paper in the hallways or on the grounds, attending to chipped paint, soiled furniture, worn rugs.  But how can the attitude become established as a part of the organizational culture?

I rarely sat on the back porch after we moved in last summer.  I suspect that having swept it, I will be out there more this year (weather and mosquitoes permitting).  For the first time, I drank my morning coffee out there this weekend.  It is now an extension of my home.

Did the broom make the difference?

Chuck Callahan  Henry V 4.3 – Lead from the Front  http://henryv43.com/

 

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Signa Proferre: Colors to the Front. In Praise of Volunteers.

The Dreamworks movie “The Croods” is a story about a family of Neanderthals who hope to survive prehistoric life and a series of cataclysmic events with the family motto, “always be afraid.”  (They end up changing their outlook, of course, learn to take risk and innovate.)  The movie is essentially a story about overcoming “negativity bias,” the notion that “bad is stronger than good.”  This theory argues that we tend to remember negative events more clearly than positive ones, that negative episodes in a relationship have greater impact than positive ones, and that we learn more from negative things than from positive.  As we enter cataclysmic times, we may have the same tendency as the Croods to cling to fear and the familiar.  We need examples to encourage us.  We can find inspiration in the volunteers among us who give the most precious thing that they possess on behalf of others: their time.  They exemplify the Latin phrase I learned from my brother/scholar, “Signa proferre:” “Colors to the front.” Continue reading →

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