You Can’t Push Wet Spaghetti

The newly recruited American soldier leaves a democratic society and joins a regimented formation. His previous group experience allowed the question, 'Why are we doing this?" It is against this background that American military leaders face challenges far greater than those experienced by the leadership of other free world armies.

Anew soldier's career begins with drills to instill discipline and rapid response to orders. Frequently there is not time, nor is it required, to provide "WHY?" 'Yes, sir," is the expected reply.

Many scholarly theories address the art and practice of leadership. History has shown that successful leaders distill theory and practical experience into a personal formula for leadership.

It is the purpose of this article to present some observations from one leader's experience in leading American soldiers.. You Can't Push Wet Spaghetti. In garrison, most units are full of starch. This rigidity allows leaders to push them. Once in the field and "wet down" by fatigue, confusion, and apprehension, much of their starch disappears. These units require leadership from closer to the front.pulling. Leadership by example and through professional competence engenders willing response to pushing or pulling.

. Who's

In Charge? Everytime you approach a group of two or more soldiers ask, "Who'sin charge?" Initially, they will form a circle and point to the soldier on their right. Continued daily posing of this question to every group you encounter ultimately pays off. In the absence of orders, one voice comes through loud and clear, "This is what we are going to do. I'min charge.". Catch Your People Doing Something Right. Provide positive feedback with on-the-spot recognition of a task well done... "Good job, Jones." "Looking good, Smith." Dwelling on the negative makes soldiers "gun-shy" in the presence of their leaders. Label a soldier a loser often enough and he will behave like a loser.. Praise Publicly, Reprimand Privately. Praise is addressed in the preceding observation. Use a draft OER/EER as a reprimand tool. Begin the session with, "If I had to rate you today, here's what I'd write." Explain your reasons, and what specific actions will change your mind. Both parties datelsign the report and place it in a sealed envelope. The envelope is opened only when needed to support more serious disciplinary action. The departure of either signatory causes the envelope to be destroyed without having been opened.. An Organization Only Does Well Those Things That the Boss Checks. When assigning a task, include all the elements, i.e., what do I want? what assets will be provided (men, materiel, equipment)? when is it to be completed? and what are the results desired? Have the man in charge "play" the elements back to you to ensure understanding. When the allocated time has expired, return to the man in charge. 'Is the task completed?"...' Yes sir." "Then you won't mind if I check."

. When

Subordinates Make the Right Decision, They Get All of the Credit. When Their Decision Is Wrong, You Get All of the Credit. This produces creative energy and, when necessary, creative risk-taking. There will be a self-generation of quality control. Be supportive of the good tries. After a wrong call, privately counsel the man in charge, 'That's one way to do it, but if I had been here I might have done it this way.". Manage by Wandering Around. Get out of the office/CP every day. Have a purpose for wandering around... "What am I looking for?" Being on your soldiers' "turf" opens communications. You will see and be told things that would have otherwise remained unknown to you. When units are detached, try to visit them daily... deliver their mail, food and beverages, clean clothing. *It Is Better to Hold a Good Man &wn Than Hold a Weak Man Up. Encourage and demand initiative. Everyone should know that he is required to do something. Bridle the energy of your "hard chargers" and gently steer them on the required course.. You Must Always Be Your Men's Friend. You Can Never Be Their Pal. Being a friend means you are approachable. Your answer may not always be what they want to hear, but you always listen. Being a pal breeds contempt, eroding response to orders. You can play volleyball with them during organized athletics... you can't shoot pool with them in the day room. You can mess together in the field... you can't meet them in a restaurant downtown. You can have a few beers with them during unit day... you can't drink together at the club. None of the preceding are revelations. However, they are a collection of devices that may increase your effectiveness as a leader. If some don't work for you, discard them, and try something of your own invention. Those devices that do work for you are added to your reservoir of experience in the art of leadership. Colonel John C. Gazlay was commissioned through ROTC in 1953 from Pennsylvania State University. He commanded infantry units at platoon, company and battalion levels, and sewed in various staff assignments including GUG3 advisor to an infantry division in RVN; 7th Amy G-3; and operations staff officer, DA DCSOPS. He has received the Legion of Merit, Bronze Star (V and 2 OLC), and the Meritorious Service Medal. 41