Instilling the values that I hold true and practice in everyday life are critical to the success of any organization or small group. However, of all the values a good leader must possess, integrity is the most important because it transcends the size of any organization. I know because my integrity has been challenged in both a big a small organization.
I define integrity as choosing what is right even if it means losing a popularity contest with your subordinates. I have tested the definition of this value both as a company commander, responsible for 120 soldiers, and as a civil affairs team leader, in charge of three senior NCOs. In both situations, I have made decisions that, in the short run, were unpopular, but paid off dividends in the end. As a company commander, I was told by the Brigade Sergeants Major (SGM) that, by regulation, when soldiers go to the field, they must have their separate rations taken away; however, the SGM went on to say that “it was no big deal though…..all commanders on this post let their soldiers keep their separate rats”. After researching the regulation, I found that it was indeed true. I immediately enacted the paperwork to stop everyone’s separate rations before the next field problem. As a result, word spread around the brigade that I was taking money from soldiers. Senior NCOs and some officers pressured me to change this policy. I resisted, stating that this is the regulation and I must abide.
A couple of months after my policy correction, a no-notice inspection team from Ft Bragg, NC showed up at my brigade. Their mission was to inspect all administrative areas. The team went through every company leaving no rock left unturned. One of the “rocks” was rations paperwork for field problems. As a result, many of my fellow company commanders received counseling statements due to their negligence of the separate rations regulation. On the other hand, my company was recognized for correcting a systemic problem with separate rations throughout the brigade.
The principles of integrity also play a role on a team. As a team leader in charge of three senior NCOs in Afghanistan, I had the responsibility for small scale civic projects throughout a very remote province. At the time, only a handful of Coalition Forces were operating in this province. My team was given a lot of cash in order to contract for projects. Initially, we were given a lot of latitude in terms of what we kind of projects we could initiate with the money. As the Coalition command structure in the province matured over the last months of the tour, however, limitations on the scope of projects were imposed for oversight reasons.
In our last months in country, my team initiated a contract to build a school in a village that desperately needed a facility. My team developed quite a rapport with the local populace, many of whom were once Taliban. This project would aid the change in their perceptions of Americans. Unfortunately, just after the agreement had been with the local contractor, the Coalition refined the project guidance stating that schools could built only with funds that my team did not possess. Against the advise of my NCOs, I had no choice than to call off the project. There was no doubt the locals were upset and my men had lost confidence in me. My team sergeant told me that the school village was so far out in the “middle of nowhere” no one will ever know. Despite the pressures of my NCOs and the local populace, I knew that I made the right ethical choice.
Months later, after my team had redeployed, our project budget for Afghanistan was audited. I later found out that in response to large-scale abuse of project funds, the Coalition sent inspectors throughout the Afghani countryside to ensure money was spent properly. As a result, many officers and NCOs lost careers over misallocation of funds. My team, however, was spared. Taking the “hard right” is never easy, but have to deal with the potential implications of the “easy left” is worse.
As a company commander, I had to take money away from soldiers who were raised in an environment in which leaders did not want to make hard choices. As a team leader, I had to delay the effects of winning hearts and minds of the local populace and admiration of my NCOs to ensure project money allocation fell within regulation. In the end, however, keeping my integrity prevented soldiers from getting money taken out of their paychecks and senior NCOs from losing their careers. From these experiences and many others, not as dramatic, I have realized that integrity is a value that is hard maintain during struggling times, but it always pays dividends in the end.
I define integrity as choosing what is right even if it means losing a popularity contest with your subordinates. I have tested the definition of this value both as a company commander, responsible for 120 soldiers, and as a civil affairs team leader, in charge of three senior NCOs. In both situations, I have made decisions that, in the short run, were unpopular, but paid off dividends in the end. As a company commander, I was told by the Brigade Sergeants Major (SGM) that, by regulation, when soldiers go to the field, they must have their separate rations taken away; however, the SGM went on to say that “it was no big deal though…..all commanders on this post let their soldiers keep their separate rats”. After researching the regulation, I found that it was indeed true. I immediately enacted the paperwork to stop everyone’s separate rations before the next field problem. As a result, word spread around the brigade that I was taking money from soldiers. Senior NCOs and some officers pressured me to change this policy. I resisted, stating that this is the regulation and I must abide.
A couple of months after my policy correction, a no-notice inspection team from Ft Bragg, NC showed up at my brigade. Their mission was to inspect all administrative areas. The team went through every company leaving no rock left unturned. One of the “rocks” was rations paperwork for field problems. As a result, many of my fellow company commanders received counseling statements due to their negligence of the separate rations regulation. On the other hand, my company was recognized for correcting a systemic problem with separate rations throughout the brigade.
The principles of integrity also play a role on a team. As a team leader in charge of three senior NCOs in Afghanistan, I had the responsibility for small scale civic projects throughout a very remote province. At the time, only a handful of Coalition Forces were operating in this province. My team was given a lot of cash in order to contract for projects. Initially, we were given a lot of latitude in terms of what we kind of projects we could initiate with the money. As the Coalition command structure in the province matured over the last months of the tour, however, limitations on the scope of projects were imposed for oversight reasons.
In our last months in country, my team initiated a contract to build a school in a village that desperately needed a facility. My team developed quite a rapport with the local populace, many of whom were once Taliban. This project would aid the change in their perceptions of Americans. Unfortunately, just after the agreement had been with the local contractor, the Coalition refined the project guidance stating that schools could built only with funds that my team did not possess. Against the advise of my NCOs, I had no choice than to call off the project. There was no doubt the locals were upset and my men had lost confidence in me. My team sergeant told me that the school village was so far out in the “middle of nowhere” no one will ever know. Despite the pressures of my NCOs and the local populace, I knew that I made the right ethical choice.
Months later, after my team had redeployed, our project budget for Afghanistan was audited. I later found out that in response to large-scale abuse of project funds, the Coalition sent inspectors throughout the Afghani countryside to ensure money was spent properly. As a result, many officers and NCOs lost careers over misallocation of funds. My team, however, was spared. Taking the “hard right” is never easy, but have to deal with the potential implications of the “easy left” is worse.
As a company commander, I had to take money away from soldiers who were raised in an environment in which leaders did not want to make hard choices. As a team leader, I had to delay the effects of winning hearts and minds of the local populace and admiration of my NCOs to ensure project money allocation fell within regulation. In the end, however, keeping my integrity prevented soldiers from getting money taken out of their paychecks and senior NCOs from losing their careers. From these experiences and many others, not as dramatic, I have realized that integrity is a value that is hard maintain during struggling times, but it always pays dividends in the end.
This posting does not nessecarily reflect the official stance of the United States Army. This is my own work and reflects my opinion.
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