L'équilibre dans une carrière militaire

Balance in a Military Career: Lessons Learned on Leadership and Life

by John D. Sims

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Introduction

As the only US student on the course, the interaction and relationships which were built with my colleagues from Canada and other nations were invaluable. One great opportunity was the ability to interact with students from the Joint Command and Staff Program (JCSP) or ‘junior course’– typically majors/lieutenant-commanders and junior lieutenant-colonels/commanders. Perhaps the most powerful venue through which to interact were the ‘fireside chats,’ where we ‘old colonels and naval captains’ passed on personal experiences to our more youthful successors. Usually, these get-togethers ended at the bar for further ‘discussions.’

When offered the opportunity to speak on any subject, I considered what I could pass on that might be of use in helping younger officers with their military service, while sustaining their personal and family life. In the days that followed my presentation, I was struck by the interest it apparently had generated from students who had not attended the chat. They were clearly interested in how they could better serve their nation during this present ‘period of persistent conflict,’ while not losing their families in the process.

What follows is a humble attempt to share lessons that have sustained me in my career and family life. I hope that these are of some use to you, the reader, as well. We cannot afford to lose you who serve from the ranks, nor can you afford to lose your family while remaining in the ranks. With a balanced approach to life, I believe we can keep both goals alive.

The Lessons

• Take time to sharpen your axe

• Just be you

• Never walk by a soldier without an encouraging word

• Integrity is just a word, until tested

• Command is not what you want, but what your soldiers need

• Make your own coffee

• Build your legacy through your soldiers

• Seek and give honest feedback

• Go to work early and come home early

• Tell me how this really ends

Put balance into your career and life. During my years of service to the US Army, I’ve heard this many times. Sounds easy, but how is this really accomplished, especially in a ‘period of persistent conflict?’ I’ve learned many lessons of balance that have guided me in leadership and life. Some were hard lessons brought on by my mistakes; others were inspired by my leaders. Some lessons evolved over years; others came in a single emotional event. In every case, they became my guiding principles. What follows are a few that may be of use to you.

Take time to sharpen your axe

One day, as a young lieutenant, I was called to the major’s office. As I arrived, I noticed he was staring out the window. I thought: “The major must have more important things to do than daydream. I certainly don’t have time for that!” When he turned, he must have noticed my questioning look. He began to tell me the story of two lumberjacks, Bubba and Smitty, who went into the forest to chop wood. Bubba chopped as hard and fast as he could, never taking a break. However, Smitty took a ten-minute break every hour. At the end of the day, Smitty had a larger pile of wood than Bubba. “How is it that I worked without breaks, but you cut more wood?” Bubba asked. Smitty answered: “‘Cause on those breaks I was sharpening my axe!” That was when I learned the lesson of taking time to reflect, think, pause, or just relax.

For me, playing the banjo helps me ‘sharpen the axe.’ My old banjo has travelled to every office I have occupied, and been on every deployment since I was a captain. It helps me reflect, think, and relax. If we don’t sharpen the axe often, we begin to dull and will miss ‘the big picture’ – or something critically important. Take time to sharpen your axe and teach your soldiers to do so as well.

Just be you

I was a terrible lieutenant. It wasn’t that I didn’t work hard. I studied, learned my job, and cared for my men. I came to work early and stayed late. I learned and lived our army values. I did all the things that were expected of a young officer. But I spent too much time trying to be like the other lieutenants. I made bad decisions because I tried to copy what the successful lieutenants did, not what I should do. I wrongly believed there was a narrow mould in which I needed to fit to succeed. As a result, it stifled my personality and creativity. Bottom line, I was afraid to be unique; to be me.

A leader’s job is to bring out the best in people to improve the organization and to accomplish the mission. I was lucky to have a great battalion commander who was good at being himself. He broke the stereotypical mould I had of military commanders (too many war movies, I guess). He laughed a lot, often at himself. He broke unnecessary rules, took calculated risks, and was creative. He patted soldiers on the back every day; “…sometimes a little higher, sometimes a little lower.” He was a great commander in every sense of the word, but he was himself first. From him, I learned that I could be myself while being a soldier. As I became more comfortable being me, I became a better officer. In turn, my soldiers became better because they were given licence to be themselves. The army is people, not equipment. Leaders enable people.

Never walk by a soldier without an encouraging word

I was on duty in the Pentagon on 11 September 2001 when the US was attacked. I was part of an Operations Team in the National Military Command Center (NMCC). The Secretary of Defense, Donald Rumsfeld, and Vice-Chairman of the Joint Chiefs of Staff, General Richard Myers, were in the NMCC with a host of senior leaders making nationally important decisions. After many hours of intense work, I needed a latrine (comfort) break. I literally ran down the hall to the latrine. As I entered, I almost ran over an air force guy who was in my way. I had no time to be polite. I had a job to do. I was important and I needed to get back to my station. As I began to abruptly push by, I stopped in my tracks as he turned around.

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