Chief of Staff
of the Army's Leadership Survey
Command and General
Staff College Survey of 760
mid-career Students (Majors with a Few LTCs)
Biggest Issue: Communications at every level
Believe leadership makes what they feel are
the right decisions for the right reasons; that rationale is not
communicated; therefore, perceptions form and to most of us perception
Little leadership dialogue; a lot of LTCs (Cdrs)
not stepping up to the plate (maybe what defines a successful Battalion
Commander needs to be redefined); lack of communication between
leaders and led
Troops make big deal out of things because they
don’t hear anything from leadership
Risk aversion; has become a military cultural
thing; commanders are not willing to take risk (and subordinates
Bosses "too busy"; no face-to-face; maybe email
is not such a good thing
Leaders need to stay involved with junior leaders;
feel overwhelmed ARE overwhelmed
Most important thing is to be a leader yet the
first thing that falls out when time is tight is mentoring; professional
development program; reading program, etc.
Counseling is not happening
Knee jerk reaction to adverse publicity; don’t
act like everyone needs to be punished or "trained" for acts of
a few; characterize it as what it is "a criminal hiding in the Army"—taking
steps to get rid of him or her; NOT a characteristic of all soldiers
Don’t issue press releases that are not accurate;
we know they are not and it threatens leadership credibility
Bottom line: lack of communication breeds lack
PERSTEMPO (see comments on homesteading): not the
issue; the difference is between OPTEMPO and DEPTEMPO—feel DEPTEMPO
is OK (evidenced by reenlistment in frequently deployed units) if the
mission is a good one, you are given responsibility and authority, and
have the support of superiors; problem is tasking in garrison (make
work; leadership unwilling to say enough is enough)
Wrong people at Branch; fast-trackers—think
if you are not, YOU must have done something wrong; they (assignment
managers) do not set people up for success
YG 88 is facing a major problem with CFD; personnel
managers are haggling over "slots" and not sending folks they think
may CFD somewhere else—CFD area not picking them up (not PAO/PSYOP/IO
yet); a good example of not taking care of people
Personnel system works individual replacements—maybe
not the best approach; regimental type affiliation
Definite rift between "haves" and "have nots";
young officers quickly decide they do not want to be a have not
People get promoted not on how well they do
their jobs—but on what jobs they have—if all jobs aren’t important
to the Army, then why have them
Allow people to homestead because reasons for
moving are gone (perhaps regimental affiliation); allows spouses
to have career
Need the stability; need spouse career
Medical and dental—now paying for things that
are not better
Either tell young soldiers and young families
that they are welcome and we will take care of them OR don’t encourage
young families; now we tell them we want them but don’t provide
adequately for them
Constant erosion of benefits
Don’t talk Quality of Life if you don’t intend
to put some "oomph" behind it; PX is too expensive; BDUs--$70 a
pair; housing falling apart; healthcare; if you can’t improve it
don’t say you will
Often don’t train the "go to war" slice; Ex:
at CTCs—units often don’t accept engineers, PAO, etc because they
are training for CTC, don’t know what do to with them and, as a
result, won’t know what to do with them when they need them
Lack of ammunition for familiarization; generally
enough for qualification but little else
Everything overly centralized (not just training
but the example is here); Division Commander directing training
based on two battalions going to NTC; everything else stops; gives
young leaders responsibility for training and hold them accountable
Like the Marine approach to recruiting; make
it the challenge
Put Army job info on the internet; Monster.com,
etc.; the Marines are there
Concerts, events where young people are; be
We have molded Basic Training to fit soldiers;
not soldiers to Basic Training
The Army has always treated people badly—now
they don’t have to take it
Treating symptoms not causes
Have lost too many military traditions; "required"
social functions serve a purpose; start out required—end up enjoyable
Young officers are getting out because they
feel out of touch with leadership; the Army they are experiencing
is NOT the same as when GOs were LT/CPTs
Government Civilians are out of control; especially
bad here at Fort Leavenworth; they work for us
Long term impact of contracting; not making
things better; don’t hold contractors accountable
Our uniforms are ugly and not distinctive
Barracks policy; CON: lacks unit cohesion; PRO:
gets soldiers away from problems they fact at work
The CGSC Leadership Lecture Series should arrange
for respected retired and current senior leaders to come and mentor
students; in the theater; civilian clothes; at night; talk about
our profession (Army, Navy, AF, Marines, CG, civilian); not speeches—share
The army’s senior leadership has a definite
credibility problem. There is a lack of trust.
Recent BAH fiasco is a prime example. For a
year, we’re told about the upcoming terrific pay raise; lots of
fanfare. Then we get the new BAH rates, which result in a loss of
money greater than the pay raise for many individuals. BAH decrease
was of course done silently with no advance warning, while senior
leaders were busy trumpeting the pay raise. The fact that it was
recently corrected helps, but does not eliminate the sense of mistrust.
Anthrax issue is another example of the credibility
problem. Officers / NCOs / Enlisted wary of blindly accepting senior
leader assurances now.
Can trace it back several years, to the lack
of straight talk in personnel briefs during the VSI/SSB period.
Officers were told that 98+ percent of CPTs were leaving voluntarily;
truth is one-time passovers could "choose" between VSI/SSB or wait
another year for the virtually certain second passover and thereby
get less separation money. To say that those who left after one
passover did so ‘voluntarily’ is a perversion of the truth.
Officers question how much the senior leaders
really care – "riding the status quo" vs standing up and sounding
off. To hear a general officer make the statement that something
is "above my pay grade" generates massive cynicism. As LTs, we all
went to bat for our soldiers. Most of those problems were above
our pay grade – but we stood up for what we believed in. Why is
it so hard to do when you’re wearing stars?
Cynicism is so rampant that it even extended
into discussion of this sensing session and the process by which
students will be chosen to participate.
The public doesn’t care about our problems –
and STN alone isn’t going to fix it. We need senior leaders to stand
up before Congress, the administration, the public, and explain
reality. Our civilian leadership is out of touch with the military,
there’s a declining percentage of military experience among them.
That’s got to be addressed by senior leaders, not Majors at the
local Optimists Club.
Army as a values-based organization. We all
have values cards. Loyalty works both ways. "Where’s the [senior
leader] loyalty? To the system? To political correctness? Or to
Work is not as meaningful; not enough training
time / $; too many distractors. Preoccupation with risk assessment
to the extent that training quality suffers.
Junior officers aren’t having fun – and more
importantly, see that their immediate superiors aren’t having fun
Decreasing desire to be Bn cdrs: one officer
while at PERSCOM reported that when BQ CPTs were interviewed, less
than 10% stated they wanted to be Bn Cdrs.
Job satisfaction is low; even / especially
in BQ jobs. Get in, punch the ticket, get out so the next guy can
step in. No time to actually DO anything, make the unit better,
focus on long-term issues.
Not enough time to really DO the BQ jobs.
LTs not given enough time in actual troop-leading
, leader development positions.
Raters / Senior Raters "terrified" of counseling
– not doing right by subordinates. "I’ve been in the Army 14 years,
and I’ve been counseled in writing twice – and once was by my ACE
OERs: ACOM ratings based on ‘need’ (the guy
in the BQ job) rather than actual performance/potential.
"Center of Mass is okay": if that’s true, why
are we only giving 3% BCOM reports?
"See your wife and kids this spring; you won’t
see ‘em for the next two years"; "Take 14 days leave if you need
to, but get over here quick" – words of advice from gaining units
to CGSC students.
GEN Meigs tells us all soldiers in USAREUR get
two 10 day leaves – that’s great; what about the other 10 days we’re
all entitled to annually?
What kind of message are departing CPTs taking
to the outside world? CPT attrition is a short-term problem; the
attitude they have when they leave could produce a much worse long-term
"I don’t think I’ll have any benefits
when I retire".
Benefits are steadily eroding, and perception
is that senior leaders count on us to just continue to "do more
with less" – and like it. We’re all conditioned to "suck it up and
drive on", but there is a growing feeling that senior leaders (mil
and civ) are exploiting that attitude, counting on us to drive on
while our promised benefits continue to disappear.
Low pay, substandard housing, inadequate medical
care, lack of spouse/family support networks, civilian "support
personnel" whose attitude indicates they believe the service member
is there to support them, not the reverse.
Much more disturbing than the bullet above is
the perception that nobody cares enough to do something about it,
and it’s only going to get worse. HOOAH !
"When we get here, we’re told ‘we value you,
you’re the best and brightest, live a balanced life, etc., and then
we’re told to live in dilapidated quarters, use inadequate, outdated,
broken technology in our classrooms, which are housed in a building
without decent maintenance, with asbestos, leaking roof, etc." *"Things
are worse here now than 10 years ago when I was here for CAS3."
Families vs career progression. It’s become
too hard to do both well. Spouses feel unappreciated.
"I signed up for daycare in June before I got
here. It’s now the end of February and I just got a call saying
there’s an opening. My family is leaving in less than three months.
It’s a little late."
Reasons for Captain Attrition:
Lack of empowerment for captains/company commanders.
Too many decisions taken out of their hands. Closely connected to
perceived inability to take risks and fail (zero
Company command experience is key impression
for opting for military career. If it is negative, fewer company
commanders will elect to stay. Captains are less likely now to believe
"it will get better," particularly since their close mentors (04s/05s)
will tend to be negative too.
--Perception of "no 1 block, no future" or at least
a reduction of options. Potential now seems to be determined earlier
and earlier in a career. No room for "late bloomers;" no ability to
overcome a 2 block.
Importance of Issues to Career Decisions (10=High; 1=Low):
Job satisfaction: High (9-10)
Time for personal/family life: Moderate (6-7);
Command climate that demonstrates concern with this issue is more
Integrity and professionalism in the organization:
High (8-10) Ranking officers MUST set the example.
Overall quality of life: High (9-10) in peacetime.
Less important in warfighting.
Spouse's overall satisfaction: High (9-10);
Some officers say 10+ (the critical variable)
Civilian job opportunities: Low (2-3); Majors--who
have largely made career decisions--aren't here for the money.
Personal freedom: Low (1-2); High level not
asked for or expected by career Army officers. It is a service to
the nation provided by the military. Important to be appreciated
for it, however.
Working hours and schedules: Moderate (4-5)
Higher negative motivator if working hours reflect other issues,
like lack of concern of commanders for their soldiers time.
Opportunities for career advancement: Moderate
(4-6) Perceived fairness is the key
Pay: Moderate (5-6)
Retirement benefits: Moderate-High (6-8) Importance
as an issue increases with time in service
Impact of PERSTEMPO on Career Decisions:
Number of unaccompanied tours: (Medium-High)
Perceived equality across branches and grades is key. Importance
increases with officers with families (spouse and dependent impact)
Weeks/year away from home: Importance depends
on what you are doing and where you are doing it. In some cases,
it can be an incentive.
TOS before PCS: Moderate. Increasing importance
as children get older.
Officer "say" in reassignment process:
Very Branch dependent. A majority believe they have
a reasonable amount of input with assignment officers.
Reaction to the following phrases:
Form over substance; over reliance on computers; use of computer
and info systems micro-management and enforcement
Reality; relevance; 21st century; loss of focus on warfighting skills;
problem to be solved.
Worse every day; over reliance on email and statistics; more stats=less
judgment; less face-to-face contact with superiors; more management
and less leadership; linked to zero-defects culture; loss of human
dimension; social alienation; info systems provide opportunity to
task in 5 seconds without due thought to time required to accomplish
the task (action tasked, action completed mindset)
time given to building true camaraderie and esprit de corps; trend
toward mentors as politicians; some good happening; lost art in
some branches (particularly CSS); dissatisfaction of seniors influences
juniors; leadership dependent; application is uneven across units
and branches; some mentors concentrate on one or two officers and
leave the rest; done right, it is the answer to zero defects and
Character; ethics; accepting responsibility; related to zero-defects
Zero defects: No
risks in training; getting worse; short assignments in key positions
(XO/S3) magnifies errors, causes officers to be oriented on short-term
results; field grade officers are biggest violators; leads to looking
for culprit and the entire chain of command hangs.
Truth hurts but necessary; seniors MUST set the example; lots of
this inflation left from drawdown--it is over but culture hasn't
Quality of on-post housing and BAH. There seems
to be a lack of concern or awareness by senior DoD officials when
it comes to the quality of on-post housing. While there are some
success stories, most Army (and other services') housing is dilapidated,
outdated, small, and/or in need of significant repairs or maintenance.
One example is the common practice of no dishwasher in the kitchen
and inadequate storage area or parking slots. These housing inadequacies
are especially true for company and field grade (Major) housing.
I have lived in post housing for the last two tours, here and at
FT Knox. At both places, we had relatives visit us and comment on
the poor quality and small size of Army officer housing. These relatives
come from medium income backgrounds and hold Army officership in
high regard. They expected more from company/field grade housing
and frankly, so do I. The exception of course, is O-6 and above
housing. Senior officials these days are scratching their heads
trying to figure out why Captains (O-3s) are getting out at alarming
rates. Where is the incentive to stay in when they look across the
street and see the Majors' quarters, run-down cracker boxes just
like theirs. The BAH issue has already been discussed and hopefully
is being fixed. Recommend developing a service-wide post housing
improvement plan. Place big emphasis on remodeling existing structures
if possible. Priority of improvement to junior NCOs, then to company/field
grade officers. This is the market segment that are still young
enough to get out of the service if they want to (not close enough
to 20 YOS). All field grades get four bedroom housing, regardless
of the number of kids. NCOs get minimum of three bedrooms, then
four if they have enough kids. To make the funds available for this
program, back off the medium weight brigade and other costly modernization
programs (DD-21, Crusader, F-22). Although we do need to keep our
armed forces at the highest state of technology and readiness, we
also need to invest in our service member's quality of life. With
our current equipment and weapon systems, we will dominate any force
in the world for another 10-15 years. By far, the most important
asset we have is people, and unless we do something fast, they will
continue to ETS in order to better provide for their families. Advertise
and execute this program and not only retention will improve, but
recruiting as well.
BAH. Never reduce the amount of BAH, regardless
of what the surveys say. Continue to raise BAH in all areas possible.
However, don't throw all the money at BAH. There are a lot of servicemembers
who love to live on post because of schools, security, and the community-like
It is not that kids today don't want to join
the Army, there are simply more opportunities available in the civilian
world. Kids coming out of high school are going to college at a
greater rate because the push for education. The Army needs to focus
on this. I know that programs have been developed to address this
but why cant a soldier who is considering re-upping get a guarantee
in his re-enlistment for four years of college at the expense of
the military. I'm not talking about night school. This soldier completes
his degree and goes back into service for a designated period.
Providing resources for realistic training.
(Shortages of training ammunition/missiles is a current issue
for Navy/Air Force flyers.) This not only increases readiness
but shows resolve by the services for their troops and influences
Everyone's a warrior. Combat training shouldn't
be limited to combat arms. Case in point, the 2nd Class Petty
Officer pulling duty in the mess decks for a whole cruise. Where's
his or her feeling of accomplishment and esprit de corps? Why
shouldn't a yeoman qualify on the pistol range annually?
Pay. McDonalds in Overland Park is offering
$12.00 an hour. Should an untrained private take a pay cut to join
up. Maybe, if my previous comment Part A is implemented. Plus, we
need to emphasize the fringe benefits of the military, especially
for the junior enlisted. (medical, dental, etc.) This is becoming
a major selling point for companies.
Reference Officer Retention. Instead of looking
for outside influences, the Army needs to look inward. Good units
with good leaders retain more soldiers. The same is true for the
officer corps. When junior officers have strong, positive leadership,
they are more inclined to stay in the Army. When presented with
bad leadership, they want out. Talking with peers, most notably
in the past 6 months, there seems to be an alarming number of bad
leaders out there. Leaders who sugar coat things to higher; leaders
who lie; leaders who are immoral; leaders who won't think twice
about killing a career over an honest mistake or a difference of
opinion; leaders who lead by fear and intimidation; leaders who
care more about themselves than their soldiers/officers; leaders
who look away at transgressions of others "for the good of the Army".
Who wants to work under conditions where they are exposed to bad
leadership? Who wants to be in an Army where the people who succeed
do not fit the mold of the person you want to be? Who wants to be
in a unit where the leadership would not think twice about overworking
you or exposing you to unnecessary hardship and/or risk? Who wants
to serve in an organization where they are disgraced by the acts
of a few? While I can't voice the percentage of bad leaders, what
number of examples would indicate that there are too many? I would
argue that in the profession of arms, one would be too many. If
in an officer's first couple of years in the Army he exposed to
bad leaders without any examples/exposure to good leaders, you can
bet he will leave. If exposed to an even mix of good and bad, the
severity of each and/or the sequence relative to the time of the
decision to stay in the army is made, will effect the decision.
If exposed to only good leaders, there will still be some who elect
to leave the service but at a much lower rate.
The root of the problem. The problem arises
from the those in position to weed out the bad leaders either don't
know or they turn away from the bad leader's bad attributes. This
is caused in part by the fact that both a good leader and a bad
leader can produce good results. The bad leader can get good results
by intimidation, instilling fear or by lying. Where as the good
leader gets results by instilling in their subordinates a desire
to perform well? I liken this to the leader who gets his soldiers
to jump out of the trench and attack the enemy by following his
men and using the point of his sword vs the leader who leads from
the front, who soldiers want to beat him to the enemy to protect
their leader and achieve the leader's desired results. The problem
is at the end of the day, both were successful. Therein lies the
rub. To these leaders' raters and senior raters, both were successful.
In fact, the bad leader may be perceived to be more successful because
this leader is the one who will not hesitate to proclaim his success
or even lie about it. The effect of this manifests itself in one
of two ways. To the impressionable officer or the officer who wants
to succeed at any cost, they may pick up on this leadership style
and thus perpetuate the bad leadership. On the other hand, to the
not-so impressionable officer, they determine that it is unacceptable
they need to be like the bad leader to succeed
that the Army rewards these bad leaders
with promotion and further command, so they leave.
How to fix?
The obvious answer is to weed out the bad leaders. A
mechanism need to be developed to bring to light the bad leaders.
Indicators should be looked for - can it be that a unit with high
attrition is suffering the effects of bad leaders? Results should
not be the only criteria used for evaluating a leaders performance
and future potential. How a person achieves these results or if
the results were in fact truly achieved needs to be looked at by
the raters/senior raters. One such way would be to solicit input
from subordinates and peers as to the nature of a person's leadership
and character. If this had been done in the past, certain shortcomings
in character or leadership would come to light before a leader gets
promoted to a position where the same conduct they have been doing
their whole career becomes a national headline. Another way would
be to have subordinate and possibly peer commanders rate the truthfulness/effectiveness
of a rated officer's self proclaimed accomplishments on the OER
support form. A final methodology would be to mandate the use of
command climate surveys as part of the evaluation process.
Until an officer corps that possesses impeccable
character and leads by inspiration is developed, you will continue
to see a mass departure of junior officers. They may cite other
reasons such as pay, PERSTEMPO, family, etc, for leaving, but the
truth of the matter is that the kind of people that the Army wants
to keep, the kind that will develop into good leaders, are the kind
that will sacrifice these things if given good leadership and an
environment in which they can develop into the good leader they
want to be....
Even though the drawdown is complete, I still
feel that we are still a zero-defects army. As a result of the drawdown,
competition increased. Officers were so worried about their careers
that the "survival instinct" has been prevalent. Even though we
have completed the draw down, I still feel that many officers are
so worried about their careers that they still back stab. Again,
I think this is what many did to get through the drawdown. It is
now ingrained in these officers.
I was glad to see the BAH issue addressed and
that at least do the right thing was eventually done. There is still
a long way to go on housing and quality of life, but it did help
me trust the system again. More on housing..... Quite frankly, I
and my wife are embarrassed by the housing I live in. I have asked
everyone in my family and my wife's family not to visit us here
because of the size and condition of quarters. I just got promoted
to field grade and this is what I have to show for it. The other
day I was on I-70 and I saw HUD type housing off the highway that
looked exactly how army housing looks. I don't get it.........
We are the top 50 % of the our year group.....
What benefit do we get by attending CGSC in residence? None that
I can see. If someone can get the same credit doing CGSC by correspondence,
why should they come here?
Captains are getting out of the army because
they have nothing to look forward to. The good and fun jobs are
few and far between. Then when in them, they spend more time trying
to stay out of trouble because the zero defects environment is still
alive and well. It is not necessarily the pay that is the problem
with retention, it is the many times unreal expectations of those
in senior leadership positions.
Power point and computers has only allowed higher
level commanders to control and micro manage more. We say we want
our junior leaders to display and exercise initiative. Well get
off their backs and out of business and allow them to make mistakes.
I have been fortunate to serve under commanders that have allowed
me to make the mistakes of commission and not and allow me to learn
from my mistakes. Most junior officers are not allowed to make these
mistakes and survive and learn, so they don't use their initiative.
Instead, they wait to be told what to do.... So do you think in
combat they are going show any initiative.....No..... So soldiers
are going to die.
In many cases it is who you know, not what you
know or how hard you work. This is in competing for jobs, OERs etc.....
My wife tells me every day to get out of the
Army. She is disgusted with the quality of life and the high stress
We all waste so much time trying to suck up
and making slides with statistics that we are not doing our jobs.
1) LT/CPT look at disgruntled Field
Grades and say "We don’t want to be like them"
Too few opportunities
2) Warrior Ethos disappearing
Techno-focus instead of soldier/leader focus
Diplomatic police not warfighters
Too much apologizing / blatant spin control
3) Job versus Profession
Money for college
OVERLY proud of pay raise
BAH fiasco (and the clumsy damage control)
RA commissioning ("...for a career as an officer
in the regular Army.")
Frustration with the "nothing we can do about
Division XXI redesign ( Loss of Combat power
without the multipliers)
Time is squandered on things other than training
5) Communications shortcomings
6) Deteriorating Trust in Senior leadership
Lack of consistent vision
Poor command climates
Expediency vs. effectiveness
Zero Defects mentality is stronger than ever.
8) Drawdown turbulence
Movement creates turbulence, will continue as
long as there is movement
Need proper perspective. Not as bad as 1975
9) Capturing exiting personnel data
10) Watering down of standards (Not really germane
to this discussion but I include it)
CGSC image tarnished by the "Leavenworth B"
"Everybody passes" versus Task, Condition, Standard
Education not a priority (instructors pulled
to meet requirements - short-term gain, long-term pain)
11) Officer assessments
12) Is the Army’s Grass turning Brown?
13) Assignment Process
Fair - occasionally
ADSO = "hose me"
CAPTAIN ATTRITION ISSUES:
NOTE: Students think most of the reasons CPTs leave
apply to Majors as well; 04s just have too much invested to get out.
(Most perceive that the 10 year point is latest window - based on comments
from corporate headhunters - to get out and get a decent start on the
The booming economy isn't the reason people
leave but it gives more options/makes the choice easier to make
- so does the INTERNET in terms of facilitating job searches.
Not enough company command time; system pushes
officers to command as junior CPTs so there's lots of time is left
for staff and other jobs (like AC/RC). Many branches are adamant
about no 2d commands. Other services, like USAF, let an officer
spend the first 10 years learning his trade (e.g. A-10 Pilot).
Need more Senior CPTs as commanders - one reason
for micromanagement is that Bn Cdrs don't trust the junior ones
Turbulence and uncertainty are key reasons for
leaving - officers perceive the blame starts at CSA level (he's
Personal Time/Family life is a big factor and
today many 03s are married . For a lot the choice to resign hinges
on the wife's decision ("I'm tired of moving every 2 years; if you
want to PCS again you can do it without me"). Spouse's job/career
(inability to pursue one) a factor.
Lack of tour stabilization. Part of problem
is poor management by Branch Personnel (lack of time/people to properly
manage assignments). Need to double the number of assignment officers;
only takes a relatively few officers out of the field and would
make a lot of difference in trying to plug the right officers into
the right slots.
Regimental system is a joke for officers so
quit talking about it.
Frequent 6 month deployments - no real credit,
as there is with a 1-year unaccompanied tour.
Lack of installation resources - billets/quarters
falling down (except for general officer quarters).
FIELD GRADE CONCERNS (BESIDES THOSE ABOVE)
Zero Defects is real; evolved during draw-down
when Army was looking for any "reason to non-select officers". Now
it's here to stay. No tolerance for mistakes. One reason for this
mentality at field grade level is extremely junior BN Commanders
(often selected as Majors(P) who have been promoted below the zone,
have limited experience, and are intent that nothing will "derail
their train"). No freedom to take chances/fail/learn from mistakes.
Not many "old, seasoned Bn commanders" out there.
Predictability in assignments is important -
6 months TDY isn't as bad if there's adequate planning time for
Spouses increasingly starting to think there
is no assignment that allows for some "down time/get to know the
family again time".
Hours worked are too long (because so many hours
are for the wrong reason - i.e. making the perfect PowerPoint briefing).
If it's rewarding work, the long hours won't matter.
Mentoring is a catch-phrase; "can't mandate
someone will be your mentor anymore than you can mandate someone
will be your friend". An overly formalized system is self-defeating.
PowerPoint - often a clear sign that leaders
don't want the details; allows them to pretend to be interested;
allows hard issues to be skirted.
No end in sight for additional MOOTW deployments.
The current administration would deploy a division anywhere for
political gain and the current military leadership (all services)
will never take a stand - they aren't the ones doing more with less.
Perception seems to be that McMaster's book,
Dereliction of Duty, could have been written about the current
JCS and the current OPTEMPO. Example cited was the Chiefs finally
telling Congress something was wrong when it couldn't be denied
any longer (and when the troops in the field had already been saying
it for years). No one thinks a service chief would have the guts
to take a stand, much less resign, on a matter of principle - last
person perceived as having that kind of stand-up fortitude was Krulak.
Some students wondered if the CJCS has gone
from being a warfighter to a yes-man?
Too much borrowed military manpower. Not doing
what they signed up for. Retention becomes a problem once they come
back from the field (be that Bosnia/Albania/or other real operational/training
Treating soldiers like pieces of meat instead
of valued individuals is the primary reason for bad retention. Captain
retention is a result of the Army’s management of them, i.e. downsizing
response placed an emphasis on elimination instead of training and
retention, and BRAC was conducted without the slightest regard for
the individual soldier. If you feel unloved and unappreciated by
the system you might as well be a civilian and make more money.
Red cycle, admin support, peacetime missions
(especially CONUS) are no fun. Sit in garrison too much… no real
ammo/bullets. Too much computerized simulation, not enough real
They (Captains) do not want to be like us. Burning
midnight oil, see our jobs (O-4) as even less fun.
Digitization has taken away the hands-on part
of the job that is so satisfying. Monitor watchers vs switch throwers/trigger
pullers. Knowledge workers key to this development. If Army truly
relies on knowledge workers it should not be nickel and dimeing
pay and benefits to save a few million (current BAH & Tricare are
examples… not the output but the way we’ve outsourced its management
and not held someone accountable for the screwups).
Continuous and unrelenting erosion of benefits
(Tricare, retirement, housing). Leadership at the top constantly
talking about what’s in the works but never seems to become reality.
Put money where your mouth is… not in it for the money, but what
little there is of it and how it is protected by the leaders indicates
where their real interests lie.
Feeling overwhelmed and under-resourced. Too
many training detractors and too much micromanagement. Not empowering
front line leaders… senior officers concerned with zero defect environment
(Brigade commander: "You're only one incident away from the end
of a career"). Too many knee jerk reactions to events from above.
Too much time spent on administrative details and non-essential
Mixed reviews on influencing assignments. However
generally all agree the process the Army uses is antiquated and
does not seem to reflect the CSA’s concerns with respect to retaining
quality personnel. Most agree personnel "managers" just plug holes.
Get the personnel managers at the tip of the spear with the program.
System needs reform, needs to change like everything else is changing,
and not continue to do it the way they’ve always done it.
"My sister submitted paperwork to leave the
USAF and they bent over backward to get an assignment she couldn’t
turn down. That’s showing real concern from top to bottom in the
personnel management system."
Number of tours. Rarely spend enough time on
station to get really good at a job. Too much "punch the ticket"
creating incredible turmoil and turnover… negative impact on the
Limited opportunity for battalion command equals
limited future. Branch assignment briefs say it’s not so… we ain’t
buyin it. Another indication of an assignment/promotion system needing
some kind of reform.
Changing force structure prior to fielding the
weapons that are required with less force is not smart. Strategy
Failure to conduct additional rounds of BRAC.
Housing for young enlisted with families is
hosed up. Fix it! We are watching. Put money where mouth is here.
If the family is taken care of the soldier is happy and focused
on the mission.
Health care. Loved reading a generals comments
in the last TRICARE update that he had never had a problem with
the system. His aide probably makes his appointments and files his
claim forms. Ask the soldiers.
Political correctness. Tired of overemphasis
to media reactions (wallet cards, ID tags, CO2 til you drop, glossy
inserts on homosexual policy, etc). Let’s get drunk and kick up
Over control of what and how we think.
Senior officers are more concerned with "pretty"
versus "substance." Sick of PowerPoint presentations that wouldn’t
survive a reality check.
It increasingly seems that senior officers are
out of touch with the lower ranks and do not truly understand the
implications of new technology. Senior officers are too insulated.
Seem to care only about their careers. They don’t seem to care about
us except superficially.
E-mail leadership. Get rid of it.
Very senior (top most) leadership needs to read
McMaster’s "Dereliction of Duty," and evaluate themselves. Are they
more concerned with pleasing the civilian leadership at the expense
of the "Army".
Peace Keeping: OK, it’s a mission. Tired mission,
not real work. Bosnia is a disgusting quagmire.
Micro-management: A killer on the frontline.
Too many events directed from above.
Mentoring: Not happening at the O-4 level.
Top down loyalty: need to walk the talk.
Zero defects: a real problem, killed a lot of
Readiness reporting: inflated and way too time
intensive. 1000’s of hours for USR! Should be something done daily
at all levels via automated systems feeding into a unified database.
USR is too subjective. Leadership should not be able to manipulate
the numbers the way they do. Motto should be, "If you can’t measure
it, you can’t manage it."
Get back to basics. Let leaders lead:
Give time for training and resources to leaders
at the front (builds character & confidence).
Too much focus on technology simulations - soldiers
want the "real thing," let them do it. Must be tough & realistic…
not a computer driven CPX with lots of PowerPoint slides.
Allow people to stay in jobs for significantly
longer periods without hurting them. Need to build technical and
tactical proficiency… too much PCS’ing.
Photo-Op Diplomacy: we did not join to be policemen.
We should commit troops when U.S. National interests are at stake,
not because we feel bad about it. Need "COHERENT" foreign/military
policy. Knee jerk reactions out of control.
Training (medium weight force/initial entry):
It does no good to reduce weight to be deployable if the USAF can
not move you and you are not trained. If deploying by sea weight
savings provides no advantage. Still need time to train regardless
of how fast you get you equipment there. Why are we rushing to get
to a 1,000 year old conflict?
A simple After Action Review process was chosen
as the format with issues to be grouped under three general headings:
Strategic Issues, Major’s Quality of Life Issues, and Subordinate
Quality of Life Issues. The forum quickly broke down to a quite
negative, verbal free-for-all. Everyone in the Staff Group participated
and as one might expect there was less than consensus on several
major issues. The key issues and debates are briefly outlined and
paraphrased in the following paragraphs.
"If you are having fun, you can put up with
the housing, medical, and moving irritations, if you are note enjoying
your job, putting bandaids on these problems just won’t work. Why
would any captain aspire to that?"
Major’s Issue: The Army Leadership is out of
touch, not trusted.
Disbelief that the leadership did not know the
effects of the BAH decision on the soldiers (Give a raise with one
hand and take away tax free money with the other) They targeted
the senior enlisted and middle grade officers since they have too
much invested to leave.
How many generals’ wives work? Do they really
understand the two working adult professional family (Educated officers,
marry educated spouses who also have careers). If the military member
is not in a satisfying job the spouse’s unhappiness eases the decision
Brigadier General Hale. Double Standard—Battalion
Commanders, Brigade Commanders, and General Officers have offenses
"pushed under the carpet" that majors and below get nailed for—the
group offered names and incidents they have seen.
Spend "billions" to build the medium brigade,
a need obvious to everyone since at least 1995, when the quality
of life issues (housing, medical care, and too frequent moves) go
Soldiers First, We Care For Soldiers, are empty
The perception of the erosion of benefits insures
that currently serving military officers will
not help the recruiting effort, especially of
their own kids. Mixed results to the question:
"Would you want your kid to serve in the military?"
"Creeping cynicism from a decade of
The Leadership still does not understand that
the move away from the operational track
clearly shown in the functional area surveys
and signup. It was a clear signal of the dissatisfaction in the
force over the Battalion Commander Brass Ring Syndrome and a desire
by many officers to get job skills for life after the Amy.
Strategic Issue: The Army has no strategic vision of
its operational or training environment. (No one in the group offered
to write one.)
Fight and Win, two Major Theater Wars continues
to be the Army line, when the reality on the ground since 1991 has
been Smaller Scale Contingencies. There is a difference in arguing
that an Army must train for war to be successful across the spectrum,
and being upfront, honest, and forward thinking about what the Army
is really going to do over the next decade—and preparing the officers,
troops, families, and units for those tasks.
AR 350-1. It is impossible to train to standard
on all of the tasks outlined in the Army’s training documents. This
leads to shortcuts, "lying," on reports, and misguided training
not related to missions units are actually going to conduct. If
the Army had a vision of what its role really is in today’s world
it might be able to train to standard to accomplish its mission.
However, with MOOTW/SASO and Offense/Defense there is too much on
The emphasis on Force Protection is a major
problem in training and in mission accomplishment.
Subordinate’s Issue: If the Captains see that
the Battalion Commander is working for himself and not the unit,
that the Majors in the S3 and XO positions are not having any "fun,"
why would they want to stay.
Zero Defect-Zero Tolerance is the root cause.
(Several members said if the commanders are real leaders, this problem
goes away or is minimized.) Too many command selectees are "pretty
boys" who have not seen real troop duty since they were captains
and are on their way up, no matter what. Commanders should have
real muddy boots.
Fun or Job Satisfaction would ameliorate much
of the dissatisfaction with housing, medical care, and optempo,
Demand 2 Blocks on the OERs don’t help. Senior
Rater Profiles are screwed up.
Subordinate’s Issue: Quality of Life for enlisted
No soldiers on food stamps
No Specialist 4 with 7 kids can expect not to
be on food stamps or to have a SUV.
This debate went back and forth. E-4s should
not expect the material wealth of 0-4s, but both should have a quality
of life commensurate with their education, skills, and time in service.
Strategic Issue: The Senior Leadership does not inform
Strategic Issue: The Army leadership needs a Congressional
Marketing Plan like the Air Force.
Major’s Issue: Perstempto, too many Special
Duty billets at headquarters, and general officer "by-names" for
"fair haired boys" all exacerbate the perstempo problem.
Why can’t assignments be longer?
Ticket punching continues.
Civilianization and Contractorization take money,
duties, and positions away from uniformed personnel inappropriately.
We don’t work for contractors, to many senior civilians incompetent
or out of touch. Problem of "reimbursable contracts."
Getting the TOE units filled is a good idea,
gutting TRADOC to make it happen, especially at the initial entry
level training sites is a terrible idea.
Major’s Issue: Too many, poorly reimbursed moves.
Family stability is important.
Full reimbursement for moves is the right thing
to do. You can shop for a "depreciated couch." The Army contractor
mover ruined the furniture, the Army should insure the service member
gets a replacement, not partial payment and a ream of paperwork.
Strategic Issue: What is the Senior
leadership’s View of Quality of Life?
CSA "Pre-Sensing Session"
Army should survey why people stay
in (while they continue to serve) and why those who chose to leave,
leave (within months of departure). May provide better answers than
"Let’s throw money at the problem." (To solve a problem, that problem
must first be defined.
Senior leadership is missing the
important issues. For example, we need to gear recruiting to highly
computer-literate "Y-Generation" teens.
Have we assessed "who is coming
in the military? Are people coming in for 20 years? Can we restructure
to accommodate the new reality of careers (changing more often)?
How will we keep people in for as long as we need them? Can we continue
to create opportunities to influence young officers (e.g. good initial
tours, challenges, etc.)?
Many leave because the Army is "no fun" any
more. Initial tour is key – if junior enlisted and officers are
not engaged and happy in their first tours, it is a big problem.
Also we spend too much time talking sensitivity vice combat. We
need to be fair and considerate, but we need to be warriors first,
not social workers.
We live and fear "zero tolerance." Puh-lease
do not say we are not. One bad (even mediocre, even apparently okay,
but "velvet hammer") OER and we’re through. Bosses refuse to take
risks for fear of failing (whatever happened to desire to achieve?)
Instead, we try to out do others with fancier Power Point briefings
(form over substance). (Once heard that the Russians working with
NATO troops in Bosnia chided that NATO meant "No Action – Talk Only.")
We are a talk Army. Officers question whether or not it is worth
investing years and years only to have a boss who doesn’t see eye-to-eye
damn them on a report. Junior officers want and need the room to
succeed and the chance to learn from mistakes (we don’t have time
to make them all ourselves).
One guy/OER can "kill" you. This is a combination
of ignorance of a changing OER system, arbitrary assignment of value
or status to some words/phrases over others, and lumping all jobs
except command into the same level of intensity. For example, an
O-4 division planner’s job is more difficult and time consuming
than a major instructor, and should be rated accordingly. This career
risk problem threatens livelihood, and in our mostly married culture,
this is stressful.
Make sure LTs and CPTs know about selective
continuation for O-4s.
Are we sacrificing our –10/-20 maintenance standards
for QoL issues? (A soldier driving a golf cart replicating a tank
is less apt to feel good about his job.) We need to acquire and
maintain the highest standards as well as fund QoL projects. (For
example, is it really true that the reason we aren’t getting a new
Bell Hall because the WPPA stepped in to gym West Point a new gym?
That is the rumor here – and cynical as it may be, we are generally
likely to believe this sort of information.) Bottom line is we need
to use O&M dollars to fund O&M, not pet projects, not QoL. We shouldn’t
be forced to trade readiness for replacement heating systems or
Some officers felt that with the increased OPTEMPO
and personnel turbulence, the number of dual military couples would
decrease, further exacerbating "demographic" issues in the force.
(I suspect many senior officers welcome this – to keep women away
– but as they comprise 15% of our force, if they begin the exodus
and become harder to replace in kind, we will experience even more
significant recruiting and retention shortfalls.) Today, family
is first then the military. Don’t know if that’s a change, but it
appears more pronounced.
The downsizing of the force from 18 to 10 divisions
(with inadequate draw down from TDA and national headquarters (READ:
MDW)) has caused a "too much, too few" situation in which we all
must do more than truly possible. Every suspense is NOW, little
long range planning is done (or when done, appreciated), and low-density
MOS soldiers are always gone. Why would one stay?
Loss of full time enemy within the careers of
majors has caused disillusionment with why they are here. Do we
do war (train for combat)? Or do we spread peace and love (and the
occasional foodstuff) all over the world, regardless of our national
security and only connected to national interests through the most
convoluted ways? While it would be nice to "defer" missions assigned
by the NCA, this is not possible. Instead we need to communicate
to our forces that peace operations have long been among our (military)
missions. Our lack of acceptance of this and focus tend to create
greater disruption, including training for BCTP immediately upon
return from extended deployments.
Predictability relieves much stress. Our lives
are not predictable.
Micro-management reduces predictability when
a plan is changed to accommodate a senior officer’s demands for
control, rather than results. What is the mission? Let me do it.
Wives have a vote (and now, often, earn more
than the military member). And as our lives become less predictable
family tensions rise. (Navy families are separated much more than
we are (time wise) but it is generally during planned absences.
A much better option.) Unless we can plan personal and family "down
time," we will continue to lose good people. As long as we always
respond "can do, now!" for less than national security threatening
deployments, we will never focus and we will never have a plan.
Why is it that the navy plans to have a percentage (roughly half)
of their ships at sea, the Air Force has AEFs on call, but the Army
claims to be able to send 10 divisions anywhere, anytime? We are
trying too hard and need to reassess long term effects on can-doism.
For example, a senior leader who spoke here recently, recited with
pride how a platoon deployed to an airfield for a short notice deployment
in record time – then went on to say they sat there for weeks until
someone figured out they needed a flight to transport them. This
is not something to be proud of. That unit could have been preparing
their families for the separation instead of proving we can deploy
in x hours.
CSA could call on qualified officers from the
NG and USAR to fill AD shortcomings.
Service to Nation should target primary schools,
Enlist renowned former military to espouse the
value/benefit of the military in their success.
Better professional career counseling to junior
officers early. Those who desire stars must learn early that road.
Others need to know options other than stars. They are bombarded
with requests (lures) from outside organizations. The military has
much to offer, make it more well known.
Fix government housing.
Compensate those separated better. Recompense
should be higher for those on short notice deployments, or back-to-back.
Also should be extra for cumulative time away.
Compare civil sector daily routines/hours with
military. Often to make the big bucks, hours and traveling are also
Personnel assignments are not done professionally,
nor by professionals in personnel management (I suspect few of our
general officers rely on a unit-trained IMO to provide their computer
support). Too much buddy-buddy and who you know, vice demonstrated
capabilities and desires. When desires are met, stress is lower
and enjoyment higher. We all know of people unaccompanied in Korea
(involuntarily) who knew someone who WANTED to go to Korea but were
Many JMOs who have gotten out wish they hadn’t.
Maybe we could feature them in some capacity in recruitment/retention.
Many miss the camaraderie. However, many recognize there are challenges
out there, too.
Perceived lack of respect of the Administration
for the military is debilitating.
Working junior soldiers outside their skills
(make-work) helps make up their minds to leave.
Increased OPTEMPO has second and third order
affects on developing, training and mentoring soldiers. We’re too
busy in the field to teach subordinates who have spent too little
time in schools (trained by unqualified instructors) because the
TRADOC goal is not to certify competence, but to "pound through"
the numbers and let the "students" learn their jobs in the field.
Can you say Catch-22?
Filling divisions is only "a" solution, not
necessarily "the" solution. Without support, divisions can’t deploy.
Without qualified and trained soldiers, divisions are full of incompetence.
Maybe we need to look to filling corps and eliminating divisions
("Blasphemy? All those GO positions! We will never do that no matter
how much sense it makes!")
COMMENTS FOR CSA’S SENSING SESSION
Assignment program is inefficient and unresponsive.
Very little attempt in made to consider the
desires and needs of the officer.
Assignment officers are somehow identified and
selected as "fast burners" who have little identification with other
folks in the field who do their job and would like to have more
input in where they go and what they do.
The assignment process is a check the block
affair where the officer being reassigned has little or no input
into where he or she goes; family considerations are not part of
There are too few opportunities for battalion
command and thus long-term career potential is limited, even though
the branch managers say that the situation is changing, the perception
is that you must command a battalion or you can forget promotion
beyond LTC. This is all part of a perceived lower glass ceiling
despite what branch managers say; now we are being told that attainment
of the rank of LTC should be our most realistic goal.
The OPTEMPO is killing the force and driving
people out of the Army.
Working 10-16 hours a day takes the fun out
of the job and means that you miss a large portion of your children
Commanders put too much on the training schedule
and demand that it all be done perfectly; the result is mediocre
training, long hours, frustration, and disillusionment.
Only lip service is paid to quality of life
issues when your rucksack is always packed and you are never home.
The captains don’t want to be like us; they
perceive that being a field grade officer is really no different
in terms of job satisfaction and quality of life (and may be much
worse in terms of hours, etc.), thus there is little incentive to
stay in the service.
Degradation of benefits (retirement, health
care, etc.) coupled with PERSTEMPO/OPTEMPO combine to erode morale.
At the same time, installations that should be closed to save money
escape the BRAC ax because of domestic political considerations.
TRICARE is more than a minor irritant. A general
officer may not have any problem with the system, but he should
try it down at the other end of the food chain.
Soldiers on food stamps is a travesty and someone
must do something!
Pay is not that significant an issue in relative
terms, but to trumpet a big pay raise while quietly reducing BAH
is more than a "small, but annoying inequity."
Lobby Congress to bring back the medical care
that retirees were promised.
We talk about initiative and agility, but we
reward officers who follow a rigidly prescribed path to success;
being innovative will get you fired unless your results are so outstanding
that your boss can’t slam you. Forget about taking risk; we don’t
reward risk takers.
There is too much micro-management. We spend
a lot of money, time, and effort in training and educating our officers,
but then we will not let them do their jobs without intense micro-management
of virtually every task.
Saying that we are not a zero defects Army does
not make it so; there is no freedom to fail and everyone is just
a step away from a 2 block (or worse) and the potential end of your
The above applies doubly to battalion and brigade
commanders, many of whom command as if they were scared of their
own shadows and therefore will not let their officers and NCOs do
For the same reason, too many battalion and
brigade commanders rule by fear and intimidation and there is little
meaningful mentoring going on.
Loyalty often only goes in one direction.
Political correctness reigns; there are too
many programs that appear to be in response to media scrutiny (values
cards, CO2, homosexual sensitivity training).
The high turn-over rate not limited to company
grade officers; an officer hardly has time to learn his job, before
it is time to move on to the next block to be checked on the career
There is a perceived loss of focus and direction
at the highest levels of civilian and military command (peacekeeping,
humanitarian assistance, medium weight brigade, civilian leadership
out of touch with the military).
Trying to field a new force structure that is
based on equipment that hasn’t been fielded yet appears to be a
dangerous course of action.
Senior officers must stand up and be counted;
the force is being pulled in every direction and no one appears
to be falling on his sword over it. We are involved in peacekeeping,
humanitarian assistance, and a myriad of other missions that detract
from our stated mission of protecting the nation against enemies
foreign and domestic. Meanwhile, we are signed up for other types
of missions all over the world. Now it looks like we will be involved
in Africa and will no doubt have a battalion or two on the Golan
Heights when/if the Middle East peace accords are ever completed.
Pretty soon there will no one left to defend the nation should such
a need arise. Senior officers must make the civilian leadership
know what they are doing to the force and insist that the situation
be rectified; to many, this situation is analogous to the situation
described in Dereliction of Duty.
There is a credibility gap between senior leaders
and the rest of the Army and senior leadership is losing the confidence
and trust of its subordinates; there are growing doubts about the
trustworthiness of senior military and DOD civilian leadership.
Service member suspicions of anthrax vaccinations, BAH changes,
Gulf War syndrome, adequacy of retirement and health care, and the
handling of senior officer ethical cases (MG Hale) are immediate
examples of the effects of the growing credibility gap that has
caused many in the Army to question senior leadership.
CSA should ruthlessly pursue senior officers
who commit UCMJ offenses. Place general officers in prison if they
commit offenses that would land a Major or an NCO in jail. Double
standards cannot be tolerated.
There is a continuing concern with post-Army
marketability: some reason," why stick around for 20 years in the
midst of increasingly vulnerable benefits while the civilian sector
offers greater opportunities for increased pay and benefits, stability,
and quality of life?" Also, when is the best time to enter the job
market? In your 20s, 30s, 40s, or 50s? Age has become an increasingly
important factor in marketability - despite laws against age discrimination.
Assorted other comments/observations/recommendations:
CSA should REQUIRE all DIV thru MAJCOM staffs
"take 25% off the plate". Have DSCOPS give him a decision brief
on which priorities to cut. A trickle-down effect would probably
ensure less PERSTEMPO and more focus on home station training. DSCOPS
could also "lay out" all the directed, required training - DOD,
JCS?, DA, MAJCOM, CORPS, DIV - in training days and recommend which
training could be reduced or eliminated. It's no wonder why company
and battalion commanders feel hand-tied and have less satisfaction.
The question isn't what can we do about the
high rate of attrition in the army, but rather what we can do about
making society, soldiers, and their families excited about the army/military.
Specifically, how do we generate our society into believing that
the military is a 'first choice,' viable, and highly respected career
We must get our politicians more involved. The
recruiting shortfall is a national problem, and could become a crisis.
- direct lobbying from the senior levels of the military to the
senior levels of government, and generation of support from the
grass roots level.
We need a complete revision of how and who we
recruit. For example, the army continues to entice young men and
women with quantitative rewards, such as large sums of bonus money
to join the army, but what are we doing as a collective campaign
to target young men and women with qualitative rewards such as leadership
skills, sense of pride, and dignity.
Finally, we must look at the soldiers who are
already in the military. What are we doing to take care of them?
They will either be our greatest recruiters (if the experience is
good), or our greatest adversaries (if the experience is awful).
Bottom line, is I don't believe the army has an integrated plan
complete with a PAO package, an advertising package, a psychological
input or even a comprehensive recruiting plan.
Recruit disabled persons in a limited capacity
Lift the ban on homosexuals
Provide 15-year contracts as other European
Give $1,000 bonuses for every service member
who signs up a person into the military
Place recruiters right next to college campuses
to sweep up the drop outs (when kids drop out of college, who
better than to provide an alternative to 'Wendy’s')
Conduct partnership with industry whereas
soldiers in certain skill sets, are trained and work in the
military for 5 years, and then are guaranteed a job with Fortune
Why has CPT attrition risen from 6.7% to 10.6% in the last
Drawdown - young captains saw perceived unfairness
in the drawdown as some seniors were 'forced' out of the Army; the
captains did not want to have the same experience.
Family QOL - e.g., PCSing to a post with a 13
month waiting list for housing every 2 years.
Shift in Army personality - a 'go to work, go
home' Army. There is no socialization as a unit. 'Political correctness'
has killed the Friday afternoon social hour at the Officer's Club
(and the clubs are gone, too). Its a job instead of a way of life.
Junior leaders spend too little time in jobs
with troops (plt ldr, co cmd).
More accurate OERs are allowing individuals
to forecast career potential better - some got out because OERs
received were not conducive to making O-5 (zero-defect mentality?)
Quality of initial leaders encountered - poor
leaders led to personnel getting out.
Specific reasons cited by the staff group as
to why they stayed in.
Integrity and professionalism of fellow
(Lack) of (similar / equivalent) civilian
Leadership and mentorship experienced
Do you feel you truly have a say in you assignment
Yes - 6 No - 7 (This is a shocking number, to me!)
Impact of PERSTEMPO -
High PERSTEMPO is generally viewed as good by 'first
termers', as they are doing what they signed up for. However, as they
experience multiple deployments to the same places with the same mission,
personnel get tired, as the tasks become drudgery. Especially true for
'High demand, low density' MOSs. Students stated that high PERSTEMPO
units like the 82nd and 101st have high reenlistment rates.
Time between PCS moves -
Some stated a desire for more stability - 3
to 4 years between PCS moves (especially true if off-post housing
must be purchased, due to limited on-post housing and a small rental
market). Others complained of limited PCS potential - move from
CONUS post to overseas post, back to same CONUS post, back to same
Not why we joined the Army!
If this issue is so import to the CSA, why is
he only spending one hour of his time with the CGSOC student? Why
only 16 students? Why not a town hall meeting with at least one
per staff group?
So what? The CSA will meet with "specially selected"
representatives for a total of 60 minutes on 3 March. He will likely
be given a "filtered" version of the Millennium Class’ feedback
(which may or may not accurately reflect our views). In the final
analysis it appears that this initiative can be added to a long
line of initiatives that are long on rhetoric, and short on action.
Narrative explanation of above comments:
First and foremost, this feedback is only as good
as the action that is taken on it. We all agree that the decision to
solicit this input is just a first step toward effectively solving the
issues that we raise. It is not enough to simply "say" these issues
will be collected and acted upon. Admittedly, we are somewhat pessimistic
about this process. The fact that these comments will be collected,
deciphered, "filtered" and passed through the chain of command, in our
group’s opinion, bastardizes the process. If the CSA’s intent is to
solicit free and unfettered input, then this process is not in keeping
with his intent.
Likewise, if the CSA is truly concerned about retaining
captains, a small but significant reflection of the larger quality of
life issues troubling the army, than one hour of his time spent at Ft.
Leavenworth is not enough. Actually, one hour each day is not enough.
As senior representative for the army, he alone is in a position to
truly place emphasis on quality of life issues. In times of uncertainty
(which most would agree describes our current security environment),
organizational experts from Mintzberg to Quinn to Gates suggest you
concentrate on core strengths. There is no better time than now to focus
on our army’s core strength- it’s people. Quality of life is the issue!
The current exodus of captains is symptomatic of the decline in our
army’s quality of life.
Most of what we outline below is a reflection of
the issues endemic to all military members (single or married. Based
on the issues we outline below, the stage they are in their lives, and
the luxury of alternatives given today’s growth economy, it is not surprising
that captains are deciding the costs of continued service exceed the
III. In the last ten years, voluntary CPT attrition has
risen from 6.7% to 10.6%. Why are Captains getting out? The issues of
a strong economy, numerous job opportunities, deployment frequency,
and "doing more with less" are well understood. Are their other reasons?
1. Care for family is number one reason Captains
are getting out…benefits, pay, medical & housing
too much money out of pocket for medical
better family benefits in the civilian sector
too long to see a doctor….especially a specialist
all the above just adds to family pressures
if people are the core of the army, then
take care of the people
2. Too much micromanagement taking place.
Captains are told exactly how to do their
jobs….can’t use their initiative
should receive mission oriented order and
left along to do the job
being task at last minute to do something,
then expected to work last or on the weekend to get it done
Captain’s are watching the officer’s above
them….don’t like what they see in terms of working hours…..treatment
by their superiors
3. Army is an admin army… not tactical…expectation
is high quality training…not getting it
4. Quality time for family.
many officers feel they should work hard,
but also be able to spend time with their family
should be no need for an 18 hours work day
while in garrison
expectation is that while at school (CGSC)
time should be available for family…..not seeing it
5. Just plain not having fun anymore.
Narrative explanation of above bullets:
The first area we looked at is taking care of families.
The theme of this discussion centered on the general decline in benefits
and services (ranging from housing to medical to pay) that we’ve experienced
in the past 8 to 10 years. Subordinate to this issue is spouse satisfaction.
This is influenced by a number of other areas. One significant contributor
to spouse dissatisfaction is the ever-decreasing number of benefits
and services, as well as the quality of those benefits and services.
What used to be taken for granted, in the way of benefits and services,
is either no longer available or of such poor quality that military
members look to alternative "out-of pocket" solutions instead. A second
contributing factor is the increasing instability associated with frequent
"open-ended" deployments and PCS transitions. Spouses are unable to
establish any long-term employment or community relationships because
of this instability. Lastly, the army relies on (some may say expects)
military spouses (wives) to perform family support activities for which
they are not paid, trained or resourced properly to perform. If the
army must rely upon this form of "volunteering," then it must build
institutionalize this service.
IV. What is the importance of the following issues
in terms of making career decisions?
time for personal/family life
integrity and professionalism in the organization
overall quality of life
spouse’s overall satisfaction
civilian job alternatives
working hours and schedules
opportunities for career advancement
pay and retirement benefits
1. Quality of life issue is the most important.
job availability for spouse at new duty
frequency of moves wear on entire family
spouses are unable to establish any long-term
employment or community relationships because of this instability
spouses are forced into the AFTB program…many
unit have quotas on number of spouses…end up becoming responsible
for many other families
no assurance of career advancement….career
is pretty much set
relook retirement program…..offer some type
of vested system for job security sake
we have a checklist type of leadership….not
a true leadership…senior leader are simple checking the block
examples are risk management, safety, CO2
training and homosexual training to mention a few
loss of trust in senior leadership….they
talk the talk but don’t walk the walk…BAH as an example….they
had to know about it….if not they were derelict in their duties
Narrative explanation of above bullets:
The second area addressed relates to a decline in
professionalism and poor leadership. Though this is a difficult area
to quantify, we did agree that some areas of leadership and professionalism
have been replaced with "bureaucratic management" techniques. The information
age, and its attendant information technology enhancements, has provided
the army leadership with an opportunity to radically empower young leaders.
Meaning to provide more information and the time and flexibility to
operate independently, assuming they understand their task (ie. Have
been properly trained and understand the intent). In reality however,
the technology has been used to micromanage junior leaders, and the
tasks they perform.
As we move further away from actual exercises, toward
staff planning and simulation exercises, leaders are becoming more concerned
with managing information than they are with being leaders.
Mentoring was discussed as well. We agreed it was
not being done enough, and not effectively, in those cases it was being
done. How many leaders actually attempt to mentor their subordinates
because they want to (not because the army’s leadership manual prescribes
Likewise, current leadership norms tend to consider
anyone below the rank of major as "immature" and "irresponsible." The
degree, to which junior officers are not treated as mature individuals
across the entire spectrum of tasks performed, is a significant issue.
We also talked about retirement benefit options
in some detail. Captains are in a position to leave the service and
seek employment with companies offering competitive 401(k) programs
that do not hold them to beyond a five-year commitment. Perhaps it is
time for the army to reevaluate the duration of our service member’s
retirement commitment. Given their alternatives, and the fact that historically,
young people are less prone to making long-term professional commitments
it may be time to consider other programs. A program that provides individuals
with an option of 10, 15 or 20 years may motivate captains to remain
in service longer.
V. What is the impact of increased personnel tempo
(PERSTEMPO) on the willingness to accept the conditions of an Army career?
How important is/are:
the number of unaccompanied tours
in a career?
the number of weeks per year away from home?
time-on-station before PCS?
Quality vs quantity time away.
Narrative explanation of above bullets:
The third general area discussed is that the Army
is no longer fun. The group agreed that this phenomenon is due to a
number of contributing factors. These are: resource constraints, zero
defect mentality, the "up-and-out" syndrome, and the opportunity to
replace live training with simulations
VI. Do officers truly have a "say" in the reassignment
VII. What reactions do you have to the following phrases?
What do they mean to you?
1. Power Point Army.
--we are leading by email
--too much time spent getting things pretty….not
conducting real training…pretty vs content
2. Zero defects army.
--officers don’t feel as if they can make mistakes
--new OER cause commanders to put staff officers
in the two block to make room for one blocks for commands….many
staff officers feel this puts them at a disadvantage from that point
--up and out policy threatens the officer’s
chances of retirement…the cooperate world has a vested policy
--officers are forced out on H/W standards but
are in outstanding physical condition
3. Lack of focus on where the army is headed.
--force twenty-one, light, mobile strike force
--seem we design the force before we decide
what the mission should be…should be other way around
--it simply is not happening
--counseling rarely happens…even with the new
5. Top-down loyalty
--just plain don’t see it that way…perception
is top is watch their own butt
Narrative explanation of above bullets:
The last area we discussed related to the current
force design initiatives. Though we do not know to what extent it may
influence captains, the sudden and frequent changes to the army’s force
design exact a heavy toll on everyone. Bottom line, we will be inheriting
these new designs in years to come.
Junior officers are often taken advantage of in
performance reports. Most, serving within staff positions, are often
subordinated on performance reports in an effort to inflate command
performance reports. This dynamic immediately places the individual
at a disadvantage for subsequent board reviews. Ironically, the junior
officers serving in these staff positions are commonly selected from
among their peers because they are superior performers.
Many felt that the ranks are voluntarily thinning
because of a perception that they are not appreciated by senior
leaders, that they are merely tools for their (senior leaders) advancement.
This also fits the leadership category.
To much "gotta check the block" mentality. Too
much focus on managing careers and not enough on building warriors.
Associated with this is a strong perception that merit takes a back
seat to who you know (improprieties in the personnel management
system). Assignments to the best jobs/units is linked to commanders
previously worked for. Commanders and senior leaders take care of
people they know and like, not infrequently at the expense of better,
more qualified soldiers.
Too many back to back non-troop assignments.
One soldier in this staff group will leave here going to his THIRD
consecutive non-troop assignment. He feels this is detrimental to
his (ops) career and has seriously considered getting out (he is
Competition on the outside is pulling some away.
Many civilian careers pay better, have better benefits, offer investments
plans and have retirement plans. Associated with this was 10 minutes
of discussion on the erosion and inadequacy, as well as poor management/administration
of our compensations. Tri-care, BAH, no 401K type retirement plan
Non-resident CGSC officers feel there is no
career left for them. Their chances for promotion and career enhancing
jobs are greatly reduced so they cut bait to salvage as much time
towards a civilian career as possible. This was linked to the preceding
bullet to make a compelling case for some majors to leave service.
Too much to do and not enough people to do it.
This did not translate to too high an OPTEMPO. They felt that frequent/multiple
deployments isn't as much an issue as undermanning w/o a commensurate
tailoring of (often seemingly non-essential) job related tasks.
Officers in non-divisional units will continue to see this trend
as we pull from the institutional army to fill our divisions to
100%. Difficult to spend quality time with families even when not
Some are choosing the spouses career over the
soldiers. In some cases the spouse is the bigger bread winner. Why
should her career suffer, or the family endure separation to sustain
Staff group members feel there is a lack of
direction from senior leaders for the force. We have concepts but
there is no real flesh to them (concepts/vision) to provide good
direction for the total force.
Leaders are not adequately addressing/dealing
with issues that directly affect the morale/quality of life of the
soldiers. Senior leaders talk a good talk but don't walk the walk.
They are not representing the interests of the soldier to the civilian
LTCs and COLs don't represent soldiers' concerns/points
of view to more senior leaders. Too much "HOOAH Sir, We Got It."
Staff group members feel that senior leaders
don't communicate well with us (probably by design). We never hear
the ground truth from our senior leaders. They are too politically
correct when addressing us. We get more information about issues
that directly affect us and the direction of the Army in unofficial
publications than we do from our senior leaders.
Where are our Officer's Clubs? No more prestige/distinction
in being an officer.
When senior civilian (and/or military) leadership
doesn't live by our values/ethos, this has a negative affect on
the force, in terms of expectations, attitude, morale, trust, etc.
It erodes the strength of character of the institution and makes
it harder for subordinate leaders to inculcate Army (Service) values
ACE Facilitation Guide in Support of the CSA’s CGSOC
GENERAL: The staff group was very animated
on these issues. All had an opinion. Despite efforts to direct the conversation
to perceived positivism, virtually every officer was negative. Of the
13 USA officers in the group, only ONE was even considering remaining
in service after 20 years. All were initially reluctant to participate
in this discussion, as many believed they would be held accountable
via an audit trail for what they said. That, in and of itself, speaks
volumes about the environment of today’s Army!
The facilitation guide was very useful and the following
comments were proffered:
In the last ten years, voluntary CPT attrition has
risen from 6.7% to 10.6%. Why are Captains getting out? The issues of
a strong economy, numerous job opportunities, deployment frequency,
and "doing more with less" are well understood. Are their other reasons?
Spouse Dissatisfaction – a number of majors
said captains are getting out because younger wives, who are not
as indoctrinated in sacrifice, are sick of having to mail in TRICARE
forms a dozen times before the errors are corrected – they are tired
of living in Georgia without air conditioning – and they are tired
of moving the family every 18 months. Healthcare, 40 year old quarters,
continuing reduction in money for base support, forced "family support"
groups instead of a genuine family feeling, constant short-notice
deployments, no consideration for soldiers who have served overseas
upon their return, etc. all make for unhappy soldiers.
NO input on assignment for Captains – virtually
every officer said that PERSCOM leaves a lot to be desired as a
personnel management organization. They show little consideration
or compassion for officers and do not work WITH officers to effect
assignments. Many pointed out that there is no such thing as career
management – in other words an officer’s experience and skills appear
to not be considered when making subsequent assignments. As example,
an officer coming out of a high speed assignment as a platoon leader
in the 82d then gets sent to what is perceived as a throwaway job
– range control officer at Fort Benning. The message to them is
their career is sidetracked – why wait around for the inevitable
– get out!
Deployments are not satisfying and occur too
often – because senior leaders are devoted to micro-management and
their own career advancement they spend most of their time avoiding
mistakes instead of explaining to soldiers why they are on a deployment
and what impact they are making. Bosnia was held up as an example
– many saw that a real difference could have been made by soldiers
out in the streets meeting and influencing the populace – taking
measured risks – rather than sitting on a base hunkered behind sandbags.
And THEN, since these real world deployments don’t COUNT as "real"
training, the day after the soldiers return from 6 months in Bosnia
they have to go into an NTC train-up cycle and deployment so their
CG can get a report card. Bottom line is OPTEMPO is too high not
only because the NCA is sending us everywhere but because senior
leaders need to then add their training requirements on top of the
deployments. Senior leaders need to stop blaming the NCA for our
deployment woes and adjust what they can control to ameliorate current
conditions – but they don’t because they care about their report
What is the importance of the following
issues in terms of making career decisions?
The following items were chosen unanimously as "VERY IMPORTANT:"
A majority felt the following items were "VERY IMPORTANT;"
the rest said "SOMEWHAT IMPORTANT."
A majority felt the following items were "SOMEWHAT IMPORTANT."
opportunities for career advancement
spouse’s overall satisfaction
time for personal/family life
working hours and schedules
overall quality of life
civilian job alternatives
What is the impact of increased personnel
tempo (PERSTEMPO) on the willingness to accept the conditions of an
Army career? How important is/are:
the number of unaccompanied tours in a career?
Virtually every officer was fully prepared to do unaccompanied assignments
overseas. They did not appreciate, however, at the end of the tour
being asked "Hey, how you would you like to be an OC out at the
NTC?" There is no consideration given to those coming from overseas
tours versus homesteaders.
the number of weeks per year away from home?
This has a direct effect on the decision to remain in the Army,
ESPECIALLY when the weeks away are based on not-well-thought-out
deployments where missions are not understood – and especially when
they are given on short notice! One officer commented that the Army’s
need to always "rip" people out of the training base to support
deployed forces only emphasizes how screwed up our force structure
and thin organizations are.
Time-on-station before PCS? Every officer feels
that 4 years should be the norm with a goal of 5 to 6 years. Let
them settle in a house, build some equity and get their kids in
school. Virtually all said their time on station is usually 2 years
or less (?!?!?) and only a few said they had more than one assignment
3 years or longer!
Do officers truly have a "say" in the
What reactions do you have to the following
phrases? What do they mean to you?
(as a general note, virtually all of these evoked
"PowerPoint Army" – True! What did we do before
PowerPoint? What happens when the power goes out! One officer challenges
a unit to go through a NTC rotation WITHOUT any generators – does
not think they could get out of the Dust Bowl let alone produce
an order! Senior officers are to blame BECAUSE they are the ones
that demand more "high-speed" presentations and view form as more
important over content! Senior officers are also the ones who see
PowerPoint briefs as a way to "get more information" – in other
words, stick their noses DEEPER into battalion commander and company
commanders’ business. As example, when a battalion commander (lieutenant
colonel!) shows a slide that identifies 4 individuals in the battalion
as "Not PT Qualified, " why in the heck does he need to have a backup
slide to identify who those 4 folks are? Why, because the CG is
going to ask who they are. Why, because he doesn’t trust a lieutenant
colonel battalion commander enough to manage his PT failures! That
is the essence of much that seems wrong in the Army – senior leaders
personally intervening and devoting themselves to micro-management
rather than focusing on the big fixes that make people WANT to stay
Peace-keeping – not in and of itself bad, but
we give soldiers expectations about doing exciting, warfighting
type stuff and then we send them off to "peacekeep" without fully
explaining to them their mission. A number of officers feel this
is the case because we have no strategy or vision at the senior
levels when we do these missions so that there is no clear message
to get to the junior levels. Another problem is that the force structure
does not support the Army doing half a dozen peacekeeping missions.
Our senior leaders must demand more structure or less missions and
stop saying "can do!"
Mentoring – What? Where? The group felt that
"mentoring" was a synonym for favoritism. The "generals’ sons" were
raised as an example – Luck, Riscassi, Timmons, Ono – all incredibly
seem to be on the fast track. The idea of hiring mentors was also
discussed. All thought it was an incredible waste of money. Senior
officers need to learn to spend time developing subordinates (one
officer suggested the Army should initiate an "Officer Professional
Development Program," where, as example, in peacetime the officers
of a battalion actually spend one-two days per week away from the
battalion with the battalion commander studying and learning their
trade while the NCOs run the garrison.) For the majority, OPD –
and mentoring - has been completely non-existent or was simply a
once-a-month lecture on the new OER system! All believed that they
should choose their mentor – a task that would be made easier if
senior officers were more accessible and not preoccupied with their
Top-down loyalty – DOES NOT EXIST. Senior leaders
will throw subordinates under the bus in a heartbeat to protect
or advance their career. There is no trust of senior leaders in
terms of loyalty because the record is clear. At the highest level,
as example, 4 stars will watch our health care erode without taking
Zero defects – absolutely – a symptom of a peacetime
Army – since there is no war to evaluate performance, we have to
evaluate everything! We have a whole generation of officers in senior
leadership that was taught that unless something is being formally
evaluated it is not good training. Many think that is crap. There
is real value in letting a platoon leader go out and bumble around
and make mistakes. May not be the most efficient in the short term
but probably is the most worthwhile education in the long term!
Unfortunately, platoon leaders (as one officer reminded referred
to as "Platoon Commanders" in most armies!) don’t get to do much
of anything NOT under the gaze of their bosses. Therefore they NEVER
develop confidence, initiative or the ability to trust!
What is your
perception of the Army’s senior leadership?
The current crop of majors find it somewhat incredible
that the senior leadership mentions ethics to them. From their perspective,
these are the same folks that won’t support healthcare, the same folks
that allowed housing allowances to erode, the same guys that get personally
involved and tinker with the assignment process (how can a GO make an
informed decision on who should have BQ job? He doesn’t know all the
candidates, so it becomes out-and-out favoritism), the same guys who
base decisions on political correctness rather that right and wrong.
Many believe their needs to be a clean sweep of senior leadership before
the rest of the Army follows. Many pointed out that they were not talking
about moral ethics (i.e. "sleeping around") but PROFESSIONAL ethics
– selfless service, honesty to subordinates, courage of their convictions,
etc.. Other comments were:
"They are not doing much right."
"They do not speak truthfully to Congress or
the force. They should keep in mind that we see them on C-SPAN AND
we read the Early Bird!"
"General Officers DO NOT stay in assignments
long enough to have a vested interest in the organization or unit,
or even to get to know the organization or unit. Therefore, their
focus is on short-impact fixes that make them look good and get
them their next star."
"The General Officers in the US Army would gain
much from having instruction and developing an understanding on
"selfless service" versus "selfish service." Most are preoccupied
with their careers. Unfortunately, this is the type of officer the
system moves along."
"Our General Officers should be the smart guys
who have the moxie to tell Congress where we really stand."
"The senior leaders of today had an officers
club that encouraged camaraderie when they were majors and lieutenant
colonels, but now they see no utility so they took them away from
us. And then they wonder why we don’t feel that we are part of something
"Soldiers ARE NOT getting out because the of
the economy or job market – they are getting out because senior
leaders are micro managers."
"We create expectations for our soldiers that
we don’t fulfill. We stifle initiative of smart soldiers at every
turn because their may be some risk associated with the idea. Most
importantly, our senior leaders are incapable of listening because
the system has told them how good they are so many times that they
really believe they are some sort of special, infallible animal.
They need to wake up to their shortcomings and allow the rest of
the Army to contribute."
CONCERNS ABOUT THE DIRECTION OF THE ARMY
The Army officers interviewed uniformly perceive
a shortfall in Army readiness. They also perceive that senior Army
leaders are understating the problem. This damages the credibility
of senior Army leaders.
Current OPTEMPO degrades the quality of professional
life. Units operate at the 80% intensity level all the time,
instead of cycling down during non-deployment times in order to
"rest, recuperate, and rebuild unit cohesion." At all levels commanders
go hard throughout their command tours because that may be their
only chance to command at that level. Reputations and careers are
made in command billets. Units "surge" during the command tour,
only to surge again during the tour of the subsequent commander,
without break. To illustrate: A unit returns from a deployment just
in time to begin train-up in preparation for a scheduled CTC rotation.
The unit commander is evaluated based upon CTC performance,
thus the unit never rests. This dynamic pervades the Army. "When
Army senior leaders are young combat arms officers, they understand
the difference between maximum and sustained rates of fire. When
they get to senior positions of leadership, they seem to forget."
Turbulence in units is too high. Personnel turnover
is too frequent, which degrades unit cohesion. It also limits individual
job expertise as well as leadership effectiveness, which has a direct
and adverse impact on unit capabilities. This dynamic is reflected
in a long-term downward trend in CTC performance. Many studies of
this dynamic have been done, yet nothing has reduced the trend or
changed the policies. The perception is that this dynamic is well
known, yet ignored
Senior leaders continually state that quality
of life issues effect families, which effect readiness, yet the
downward trend seems to continue. Taken individually, QOL issues
may seem minor, but collectively they are significant. Two examples
are listed (there are more):
TRICARE: "For a profession that requires its
members to move frequently, it is absurd to have a health
care system that administratively requires its members to ‘unplug’
from a departure station and ‘re-plug’ upon arrival at a new station."
This was one of several comments on Army healthcare.
The BAH debacle (a highly publicized taxable
base pay increase coupled with a quiet reduction in BAH, thus creating
a net income loss) damaged senior leader credibility. It is inconceivable
that someone didn’t do the math beforehand, so the perception is
that these policies were implemented with the full understanding
of the implications. It was acknowledged that, to their credit,
senior leaders seem to be rapidly correcting this problem.
It is believed that most officers do not practice
proper counseling of subordinate leaders, nor do they know how.
It is believed that the Army does not do enough to teach how to
counsel, nor does it enforce standing requirements to counsel leaders.
In a similar vein, the new OER is considered a "band-aide" which
will not address the tendency to not counsel and not develop leaders,
and to not tell the truth on OERs for fear of hurting the officer.
It is believed that the Army has finally evolved
into a "zero defects" culture. Given intense competition for limited
command and promotion opportunities, officers can ill afford to
"fail." Commanders who cannot afford failure tend to put primary
importance on appearing to excel in all things. This tendency also
results in a lack of tolerance of "mistakes" made by subordinates.
Couple this with the lack of proper counseling results in hesitant
and underdeveloped junior officers. This will eventually permeate
The education of officers is extremely important
to the health of the Army. Army service schools, particularly CGSC,
should be fully staffed with the Army’s best officers.
Not enough leadership and warfighting skills
are taught at officer basic courses. Lieutenants arrive at their
gaining units unprepared to lead NCOs and soldiers.
As middle managers,
feel betrayed by senior leaders. Specifics include:
BAH cuts in conjunction with the highly publicized
pay increases breeds discontentment and distrust in senior leaders
Healthcare is inadequate especially for soldiers
with families (Tricare/Champus), now paying for low quality services
after promise of full benefits
Officers rewarded for "quantity" vice "quality"
time. Perception of being at the office late is rewarded with good
OER’s and jobs, vice working efficiently
Doubts with the theme "We are a better Army
then 10 years ago". SG hears this but knows Army is doing more with
less and doesn’t believe it can be better by being busier
CSA talk at CGSC was uninspiring, felt CSA squandered
an opportunity to emotionally meet with his Majors
Army not keeping up with evolution of society
(both parents working, spouse careers), now more difficult to be
uprooted then in past "Society has made it harder to be a warrior"
Don’t think CSA knows the kind of hours they
are required to put in
Army is "who you know society" best jobs are
often given to officers who have friends/mentors in high places
or connected to the job
OPTEMPO increase and force structure decrease
is hurting families, and job satisfaction, leading to exodus from
Jobs in garrison becoming mundane- PowerPoint
slides, Form over substance becoming the norm,
Battalion Commanders and up are not held accountable.
Commanders are part of OPTEMPO problem. "Won’t cut back on my watch"
is the general theme among commanders. Senior Commanders take on
all missions with no/little regard for subordinates. Not doing deployments
as a commander is a sign of weakness and decreases potential to
reach the next level as an individual
Bankruptcy of Army future. Perception is ROTC
and Recruiting are not "plush" commands when in reality they may
be our most important. No one wants them
"Prize jobs not fun anymore" Battalion Command
once most sought after position but due to changes in job description,
job satisfaction is declining. Junior officers see the field grads
working long hours and are less interested in performing those duties
Single soldiers often pressured to take undesirable
TDYs, deployments, holiday duties since "no family to worry about"
Military being civilianized, not received well.
Should support military not other way around
If spouse is not happy we are not happy. Harder
to uproot families so often due to spouse career (often with higher
pay then his/her military spouse) and undesirable Army postings.
Quality posts were given up for budgetary reasons while out of way
"inexpensive" posts were maintained (Polk, Riley, Drum, Wood). Few
employment ops for spouses at those postings
Complete dissatisfaction with recent BAH issue,
quality and availability of post housing,
Healthcare is completely inadequate some have
supplemental healthcare due to inadequacies in TRICARE/CHAMPUS system.
Stop talking about it and fix it
Female officers have a difficult time balancing
military and family life. Army doesn't help-Day care facilities
often inadequate and long waiting lists upon arrival at a duty station
are the norm. Need more support from Army leadership to balance
quality of life/job satisfaction issues. Big reason for female officers
leaving the service
When asked how many will do 20 years and out all
but 2 officers raised their hand. Changing the question to If you were
picked up for Battalion Command and assured you would make 06, all but
3 officers still raised their hands