Lead with the best version of yourself.

A Text to Garcia: Business Rules for Work Texting

by Joon Lee

“We do NOT use Signal as our primary means of communication!” my fellow staff officer exclaimed. I sympathized—in our years of service, we’ve embraced the tenet that “we train like we fight,” that we must exercise our tactical systems even in the mundane non-tactical operations. However, at the pace, depth and breadth of our current task, with initiative required at so many lower levels, I knew that he was wrong. We had to adapt or we would not be able to keep up. 

A strict adherence to this tenet felt trite in the complex and rapidly evolving situation. While on the advance team visit in a foreign country, I saw a problem coming. With our Battalion already on the way and the rest of the Division soon to arrive, unstructured and mass text messaging through personal devices had become the primary means of communication.

Though we anticipate restrictions of our personal devices in future conflicts, the digital language that we construct, train, and enforce now will be critical. Developing standards of clarity in digital language is vital and will carry over to tactical systems. No matter the system or medium, language and clarity still matter.

7 Years’ Time: A Sexual Assault Survivor’s Story

(David McNew/Getty)

Editor’s Note: Today is Denim Day, an annual campaign observed worldwide to highlight misconceptions surrounding sexual violence. It began twenty-plus years ago, after the Italian Supreme Court justices ruled that a rape victim’s tight jeans were evidence of her consenting to the sex. The following day, women in the Italian Parliament came to work wearing jeans in solidarity with the victim.

The story below was submitted anonymously. Unlike standard military briefings on sexual assault capturing statistics and legalities, this story captures the victim’s perspective. We publish this piece on Denim Day in honor of those suffering silently. It may contain content unsuitable for some readers. 

It takes 7 years for all the cells in your body to completely regenerate.  In 570 days he will have never touched this body of mine. 

The craziest thing about being raped is time continues onward. You make new friends, get married, and even contemplate having children. Eventually you wonder, would it be safe for my child to join the Army? 

Am I safe? 

Three Hockey Books On Leadership

By Dan Sukman 

If you want to go somewhere fast, go by yourself. If you want to go far, go together.

– Glen Sather 

Sports often serve as a metaphor, and in many cases as a testing ground for real life. There are lessons we learn playing youth sports that we carry into adulthood that serve us well in our careers. Traits such as hard work, discipline, physical fitness, fair play, and teamwork apply not only to sports but in our roles as military leaders. While participation as an athlete can build these qualities, the mantle of coaching carries its own set of skills. 

Following the example of Ryan and Megan in their review of Eleven Rings when March Madness set in, this review will examine three books on hockey and the common leadership themes of each as the NHL playoffs get underway.

  • Behind the Bench by Craig Custance details the coaching philosophies of recent Stanley Cup head coaches including Joe Quenneville of the Blackhawks, Mike Babcock of the Red Wings, Dan Bylsma and Jack Sullivan of the Penguins, John Tortorella of the Lightning (note that most of these coaches have moved on from the teams they earned their Stanley Cup with). 
  • Let Them Lead by John Bacon is a memoir that follows the author through a season coaching a high school hockey team. Bacon takes a team that has been a perennial loser and turns them into a consistent winner.  
  • No One Wins Alone by Mark Messier is a memoir by one of the greatest players and leaders in NHL history. In his time in the League, Messier earned the nickname “The Captain” for his leadership abilities on the ice. 

These books stand out and offer valuable leadership lessons from the coach and player perspective. 

Diving with Death: Navigating Scary Conversations in Mental Health

By Stein Thorbeck

I want to tell you a story to make you better at supporting people in pain. I was glad to be there when it happened, despite the difficulty. Further, I was thankful to know something about struggle. My experience with depression in my youth connected me to what I was seeing. These kinds of stories are hard to write about and even harder to share, but they must be told. If only to better equip those looking to help when hope disappears.

When I was a tactical (TAC) officer at West Point, there was a particular cadet. A feeler like I am. As feelers, we are left wanting in words. The little symbols and sounds flowing from our hands and falling from our mouths seem impossibly inadequate. We are explorers and we are divers – always searching for deeper chambers of the human heart to experience. This is our superpower. But sometimes, we swim too far, and can no longer find our way back – lost in the dark, sinking into the abyss.

Now I think that I could have been a better TAC officer in many ways, but there is one thing I would SURELY do again in the same way. Every morning, I prepared my mind to execute a deliberate operation. I endeavored to say good morning to every cadet under my care, using their first name. Especially so with Plebes and Yearlings (freshmen and sophomores). This operation required close study of our name roster, regular practice with these names in my notebook, and real-life application in conversation. I approached the task with an intensity required of any important test. And this test was, to me, the most important. In fact, here’s a hard truth for you:

Being “bad with names” is what you tell yourself because you don’t care enough about them. 

Names connect you to people. Names transform a face.

One of these faces seemed to carry more weight as the days passed. Looking more hopeless. Looking so sad. This soul, the feeler, the explorer. One morning, I barely got a response. The cadet’s large eyes were my windows. I stepped closer and looked inside them. Something beguiled the young explorer. Brooding, off on a new kind of voyage. I suspected a journey to the seabed itself. Not likely to return. I know this look. I’ve seen it in the mirror. 

I asked the cadet to see me after class.

Arriving nervous and timid, the cadet knocked on my door. We exchanged trivialities. Indeed, I could see pain. I admired this cadet’s courage though, and saw it a few other times. One of our brave ones. The brave often look timid to the outside world. Not to me. The weight of this cadet’s vacant frame sat on my office sofa. Our conversation remained at sea-level. Inside, the exploring soul before me was somewhere deep beneath the water. But I had an old wetsuit, still hanging in my closet. To my surprise, it still fit. I fastened an oxygen source behind my lips, submerged, and began my search.  

Finally, after maybe an hour of strained exchange, searching everywhere I could, I sensed a human form before me. I pedaled my feet and swam closer. The human form was suspended just above the ocean floor, face up and looking away. It floated somewhere between fright and peace. A soul exposed. Our lost explorer, trapped but found. The explorer was tangled in seaweed and circled by starving creatures. I dove closer still. The explorer’s oxygen mask was missing. This cadet was holding a breath. Connected now, careful to tell nothing, offer nothing, but prepared to ask everything. I began, and the lost explorer spoke:

Explorer: “I’ve been having dark thoughts.“

Concerned Diver: “I can feel it. How dark?”

Still looking away from me. “Really dark.”

Why You Should Reinvent the Wheel

by Todd Schmidt

How many times throughout your career has someone told you to not reinvent the wheel? 

Scientists estimate that the wheel has been around since about 3500 BC. Originally used for manufacturing pottery, milling, irrigation, and children’s toys, someone figured out that it would be great for hauling (the wheelbarrow). Then someone else figured out that the wheel could be used for transportation (the chariot). From solid wheels, carved from stone and wood, to spoked, metal-rimmed wheels, to the basic pneumatic technology we see in use today, the simple machine of wheel and axle is timeless. 

Yet, while the general principle of the wheel has not changed in about 6000 years, the concept of the wheel has been reinvented countless times throughout history. The material compounds, design construct, tread efficiency and longevity have all changed. And they will continue to change. These factors to include advanced digital components of future wheels will be unlike anything we see on our roads today. 

So why have humans continued to reinvent the wheel? 

To make things better. 

The Preferred Style Assessment: A Relationship Building Tool for Leaders

by Joey Williams 

Relationships are vital to developing the mutual trust demanded by the Army’s mission command philosophy. To build mutual trust leaders must understand themselves and others around them. The Army has introduced personality assessments for professional development, recognizing its importance. The Center for Army Leadership’s Athena provides survey fact sheets, self-help frameworks, videos, and articles. 

However, many leaders do not have low-stakes tools to quickly assess themselves in the context of their relationships. This article introduces the Preferred Style Assessment (PSA) tool to enable leaders to better understand themselves and presents a way to foster mutual trust.

The Preferred Style Assessment enables people to assess how they prefer to interact with people, ideas, decisions, and their environments. The tool does not assign labels, but rather allows leaders to recognize and communicate their preferences, saving subordinates weeks, even months, of relationship trial and error or personality recon-by-fire. It is unique from other types of assessments in that it is a free and simple one page questionnaire that can be completed during a morning coffee. 

The Beowulf Problem

by Cherian Zachariah

Beowulf spoke and made a formal boast for the last time: “I risked my life often when I was young; now I am old. As king of the people, I shall pursue this fight for the glory of winning, if the evil one will abandon his fort and face me in the open.

Then he addressed his companions one final time – those fighters in their helmets and high-born: “I would not use a weapon if I knew another way to grapple with the dragon and make good my boast against Grendel in days gone by.

I read ‘Beowulf’ in school. More accurately, I was forced to read ‘Beowulf’ in school. It’s been a few decades since that English class, but I remember the teacher speaking about the epic poem: The titular character fights and is victorious over Grendel who is terrorizing the Danes in their mead-hall of Heorot. Beowulf fights Grendel’s mother who seeks revenge for Grendel’s death. Beowulf becomes king of the Geats and grows old.

My teacher spoke of themes that didn’t mean much to a young man with life and its endless possibilities before him. The Danes shelter in Heorot, seeking refuge against Grendel’s depredations, but fear of the unknown didn’t mean much to someone who was eager to go to a military academy. Grendel is a descendant of Cain, destined to live in the dark corners of the world – celebrations and noise anger him, but the plight of the outsider was a concept foreign to a young man who’d just gained acceptance to a tribe.

FM-VOICE – A Framework for Improving Communications in Your Organization

By R.T. Rotte

You’re a company commander, and your platoons aren’t doing what you want them to. One platoon is always a little behind on tasks or unresponsive to key information. Another platoon is executing the tasks and preparing for training, but missing your overall intent. You feel like you’re putting out the same information to all of your soldiers, but are somehow having varying levels of success, everywhere from training execution to daily administrative tasks.

I’ve been there. I too was once a company commander, and found myself searching for answers to these issues. The simple answer to why each platoon was operating at such different levels was that each platoon had different leaders of varying strengths. The more difficult answer was that I was not communicating effectively with those struggling platoons. Communicating information effectively is a nuanced process. It not only involves the communication skills of the person who is trying to transmit information, but also of those receiving it and interpreting it. Whether in your own version of this story you have been the company commander, the struggling platoon, or the successful platoon, at some point, we’ve all witnessed the struggles and failures of communication in an organization. 

I want to offer you a framework to help solve that problem. You may have heard the phrase, “When you think you’re overcommunicating, you’re probably just starting to communicate enough.” As a junior officer, I did not grasp the truth in that statement–and I paid for it. I struggled to communicate with my troop commander, but neither of us made any noticeable attempts to adjust our tactics. Young lieutenant Rotte did not take many lessons from this struggle, just frustrations.