The Demise of the Canadian Forces

Why The CF is On Its Way to Becoming an Also Ran

Introduction

Just as people’s personalities tend to be stable over time, so do cultures. The CF culture has been stable for the past fifty years. Only recently, forced by the political climate of the new millennium, senior brass within the CF are attempting today to lead the organization through a shift in culture. Unfortunately, changing 50 years of organizational culture, which means changing attitudes, behaviours and the corporate sense of identity, is not an easy mission. This challenge is even more challenging as a result of the increased operational tempo demands placed upon the CF. The CF is struggling to make a happy and successful transition for serving members or the Canadian public while at the same time placing troops, airmen and sailors in harms way more frequently than ever before.

As anyone in the CF can attest, the current “real” organizational culture does not mirror the principles and ethics enshrined in official dogma. The CF culture is not mere words written on a poster, or values and attitudes to be learnt in daylong seminars. The values and beliefs are learnt while living onboard ships and in the field. Though the new ideas, and the right things to say, are on the tips of the tongues of all serving members, the reality is that attitudes, beliefs of the past 50 years are reflected in behaviours that continue to rule the system.

The Current Situation

The senior leaders of the CF have begun to realize that the problem more one of not how to get new, innovative thoughts into minds, but how to get the old ones out. Today’s CF is typical of unsuccessful “also ran” corporations. The CF culture is symbolized by:

a) A Lack of Innovation and Risk Taking

The culture of the CF is minimal risk. Taking risks to make changes is to sacrifice one’s career. Early in one’s career, it is learnt that adherence to policy and procedures is imperative. Not following policy and procedure is the quickest way to end a military career. To improvise or to modify ways of doing business is frowned upon. Taking a risk to improve a procedure can be career limiting, unless one is almost 100% certain that the amended procedure will cause improvements without threatening the establishment. Even in such cases, if changes are implemented which improve an operating procedure, the implications would likely be threatening to those who have come ahead of you and built their successes upon the old ways, and the “old school”. It is almost impossible for those who have been successful in the status quo system to lead change from the top. The attempts of the CF’s senior brass are analogous to the proverbial father, while smoking a cigarette, telling his son not to smoke. It is widely understood with operational units, that it is always better and safer to stay on the firm middle ground. Indeed, excelling and taking risks needed to excel is not an encouraged behaviour.

b) Lack of Transparency

Members of the Service are anxious about the media. Though the new culture is to be one of transparency, in day-to-day routine, fear of the media and the proverbial “Globe and Mail” test continues to haunt serving members. Junior Officers have more fear and hesitation in conducting media interviews that are perceived to be career ending, than they do making operational life and death decisions. Journalists who ask questions about procedures and ways of doing business that are rarely, if ever, questioned internally. Having to respond to media queries of why things are done in a certain way forces Service members to define and examine with scrutiny why the current ways of operating exist. Asking such questions bring into public focus and scrutiny the organizational culture. All too often Service members become defensive when responding to media queries as the existing CF culture is one defending and accepting the status quo. To question the status quo of how things are done is to question the values and beliefs upon which the defence establishment is built.

Media coverage should be seen as opportunities to bring to the wider public the message of what the CF is doing. Too often though the defensive culture of the military leads to media interviews where the journalist is attempting to get a story, and is led to believe that the defensive nature of the spokesperson is a result of a “cover-up” or larger story. Once this is sensed, whether true or not, scandals brew.

c) Lack of Diversity

The uniform nature of the military, in clothing, housing, drill and other modus operandi are established to encourage to build comradely and esprit de corps. The unfortunate flip side of uniformity is a lack of creativity, a lack of diversity in thinking and a lack of thorough examinations of new and better ways of operating. Overly entrenched respect for the chain of command, and fearful rank consciousness stifles any creative innovative thinking. A culture that accepts that mistakes are necessary lessons for learning and improving is one that can adapt and overcome challenges. The organization structure of the CF preserves and protects rituals, ceremony, informal rules of conduct and expectations that enshrine the old way of doing business.

d) Hierarchical Organizational Structure

Uniformed personnel know their station in life by the rank they wear. A culture that is so overtly hierarchical leads to stove-piped information flow. Such stove piping creates an environment of poor communication and linear thinking. To think outside the box, or to question the overall efficiency, economics and effectiveness of the hierarchical chain-of-command is unacceptable. The DND Phillips Survey some years past, determined that there existed a lack of belief in efficiency and effectiveness of the chain-of-command. In response, rather than exploring other newly organizational structural frameworks (i.e. a functional matrix approach), senior CF leaders attempted patchwork solutions to address a systemic problem. The response was analogous to car manufacturers who continue to improve the efficiency of the gas driven automobiles rather than exploring new technologies and alternate fuel source operated vehicles. History is full of “also rans” who attempted to fix the old system rather than taking the leap and looking to new ways of operating. The threats of e-mail and Internet communications evading the chain-of-command are technological advancements currently threatening the status quo. The lack of imaginative thinking and new ways of doing business is a major variable that inevitably could lead to operational failure in the new millennium.

e) Fear of the Chain of Command

Inherent in the hierarchical culture is the doctrine of respecting the chain of command. All service personnel have attended military conferences where open discussions were professed and encouraged, yet the body language or “the look” from the senior officer present immediately halted any discussion or further exploration of certain thoughts. Often participants are told to wear “civies” rather than uniform, yet the result is always the same. Indeed, “the CO is the CO whether in uniform or not.” The culture of respect, mechanistic and hierarchical thinking severely limits any participation from those “with less gold” on their sleeves. The resulting culture creates a pervasive atmosphere of those at the top know more, rather than a progressive culture of all of us together know more than any one of us. A hierarchical culture does not promote free discussion and the creation of crosscutting teams. It is not surprising that inter-service rivalry and one upmanship limit open discussions and limit effective strategic planning.

f) Lack of Importance of Inter-Relational Competencies

The culture of the CF is one which is “Support the Boss” at all costs. The doctrine entrenched into the minds of all successful recruits is one of adherence to the operational directives of superiors. One’s superior can make or break one’s career and consequently keeping those above you in the Chain-Of-Command content is more important to one’s career than networking and creating a people orientation and collaborative network of allies. The lack of focus on inter-personnel issues versus operational commitments is slowly changing with the shift to quality of life issues. It is unfortunate that the quality of life issues are perceived to be taking away from the operational “pointy end” of mission achievement. Ideally, inter-personal relations should work towards ensuring operational successes. Military philosophers often cite the “ultimate sacrifice” as the defining characteristic of military professionalism. It is well documented that soldiers only make the “ultimate sacrifice” for their peers, not for higher patriotic ideals, mission success or the paycheck.

g) Lack of Emphasis on Process

Management consultants argue convincingly that processes plus content equals results. The CF culture is one which values results at all costs. The CF focus on results leads to a mantra of the pursuit of results without a clear dedication or awareness of process. This lack of process awareness leads to poor decision-making. Too often in procurement and operational decision-making, Senior CF leadership have pre-determined outcomes which eliminate horizontal thinking and “thinking outside of the box” which could be achieved through allowing processes to lead decision-making. The end result of strategic and forward planning of the CF is to “make budget.” Though rarely discussed in large corporations, use of effective decision assisting processes enable senior leaders and managers to make more informed and appropriate decisions.

Conclusion: The Prognosis

In order for the CF to successfully move into the new millennium, a paradigm shift of organizational culture must occur. A paradigm shift should not be of slow transformation, or incremental change, but needs to be a direct change in the underlying way the world is seen and the way which business is done. Management consultants outline numerous tactics and strategies the can be used for successful changes in organizational culture. These strategies require a commitment from the “agents of change” who lead the transformation. These tactics, briefly detailed below, begin to write the prescription for successful organizational culture shift within the CF.

a) Have top management and leadership become positive role models setting the tone through their behaviour. These leaders need to establish and communicate the new norms. This includes a commitment to bring in outsiders in senior management positions;

b) Agents of change within the organization new to create new stories, symbols, and rituals to replace those in vogue;

c) Agents of change within the system need to recruit, promote and support employees who espouse the new values that are sought;

d) Training requires redesign so that the socialization processes aligns with the new values. New and existing service members need to be trained, understand and live the new culture;

e) The reward system, and promotions, need to encourage acceptance of the new set of values;

f) Unwritten norms, and conventions need to be replaced with formal rules and regulations the are tightly enforced;

g) A shake-up current sub-cultures is required. This can be achieved through transfers, job rotation and/or terminations; and

h) Work to get peer group consensus through utilization of employee participation and creation of a climate of high trust.

It remains to be seen whether or not the CF can successfully meet the challenges of the new millennium. To ensure that the CF does not become an “Also Ran”, empowerment of those with leadership aspiration to follow unproven and uncharted paths must occur.
While maintaining an emphasis on mission and operational success, the CF organization culture must become one of progressive, enlightened interdependence. An organizational culture of innovative risk taking, diverse thinking, matrix interdependence built upon mutual respect and interdependence is one that would be on the “cutting edge” rather than being an “also ran”. The huge challenge for CF leaders today is to convince the leaders of tomorrow to follow the new path that will lead the CF successfully into the new millennium.

Finding A New Job - Lessons Learned

Lessons that I Learned that Changed the Way I Work Today

A year and a half ago I left my middle management public section position. After a nine-month job search, I was successful and was hired by a new employer. The nine-month experience changed my understanding of the job market and employment. As a result of this experience my new employer has a better manager who thinks more positively and acts more constructively in the work place.

Below are the three main lessons that I learned that changed the way I work today.

Lesson One - Appreciate What You Have – How Bad Is it, actually?

Though I would never wish unemployment on anyone, only through a mid-career job search process can one appreciate common workplace woes pale in comparison to unemployment concerns. I learned, and would advise anyone, before leaving a current employer talk to those that have gone through unemployment so that you can attempt to develop an objective sense of perspective.

Though we read about the exodus of workers from the workplace, career succession challenges and the high demand for qualified employees, the reality is that the process of career transition is time consuming and mentally challenging. Employment counsellors advise to be prepared to spend “at least one month in the search for every ten-thousand dollars salary”. This didn’t ring true to me until about month three. I did receive some employment offers during the first months of the search - but only after six months did suitable interviews, follow-up and offers emerge.

When unemployed, simple comments from friends and family about how “tough their jobs are” very quickly became mental lightening bolts when considering lack of income, lack of gainful employment and lack of life-career balance. When facing perceived workplace challenges, I now better understand the balance of the known woes versus the unknown of career transition.

Being re-employed I now have an awakened sensibility and sense of perspective about perceived ills in the workplace. A denied vacation day is of very little consequence when considering the alternate choice of a nine-month job search.

Lesson Two - The Flip Side of the Job Search Coin

Last month, for the first time with my new employer, I recruited for new employees. I screened resumes, scheduled interviews, conducted reference checks and liaised with Human Resources. In the past such processes would take weeks of time without any second thought. This time though, with a keen understanding of the flip side of the coin, I expedited the process and provided feedback to applicants. I recognized that weeks of process time quickly become intolerable silences of perceived neglect.

During interviews I empathized with the applicants and shared their sense of anguish. On more than one occasion when an applicants went “off the rails” in responding to questions, interviews were not shortened and halted, but the interview process evolved into one of coaching for future interviews. Making the time to provide timely feedback and constructive guidance is imperative. I know that leaving an interview thinking that you have done well, and then not hearing anything for weeks, is rough.

I have learned to never let a blind networking letter sit on the desk or leave a networking phone message unreturned. Those with jobs who have never been unemployed do not realize the importance of a networking contact until they too “hit the pavement.” It is not about giving someone a job, but rather touching base and pointing people in the right direction.

In the past month I received two networking letters and a phone call from people seeking new job opportunities. In the past these letters and the call would be a low priority. Now they do not languish in the in basket. Both the letters and calls received responses by week’s end.

Lesson Three - Make the Time to Help

Employment, like unemployment, is not just about you but it is also about family and friends. Some of the kindness and most meaningful acts that took place in my nine months were thoughtful cards of support and kind words. One good friend insisted on taking me out to lunch every 2 weeks. My bi-weekly lunch was something I looked forward to and appreciated. I regularly did coffee at Cosy’s Cafe, our local family restaurant, and got to know a circle of regulars. Though I rarely visited previously, the kindness and thoughtfulness of the regulars while I was unemployed was a real pick-up. Whenever I have the opportunity to visit Cosy’s now that I am employed again, I always buy coffee for the regulars and am now lunching with a friend in transition on a regular basis.

During the nine-month job search I learned many things about the job market, family, friends, countless strangers who responded to my networking calls and myself. Most importantly, I learned about the importance of lending a helping hand.

Through the aforementioned three lessons learned, I hope that I have given those of us who have been unemployed a mental reminder. More importantly, hopefully the lessons will provide to those who have not experienced unemployment something to think about when receiving a networking letter, conducting an interview, when office woes become frustrating or when complaining about how just how tough the job is.

Never Forget

Who Is He

He is profane and irreverent,
living as he does in a world full ofcapriciousness, frustration and disillusionment.
He is perhaps the best-educated of his kind in history,
but will rarely accord respect on the basis of mere degrees or titles.

He speaks his own dialect, often incomprehensible to the layman.He can be cold, cruel, even brutal and is frequently insensitive.Killing is his profession and he strives very hard to become even more skilled at it.

His model is the grey, muddy,
hard-eyed slayer who took the untakeable at Vimy Ridge,
endured the unendurable in the Scheldt and held the unholdable at Kapyong.

He is a superlative practical diplomat;
his efforts have brought peace to countless countries around the world.
He is capable of astonishing acts of kindness, warmth and generosity.
He will give you his last sip of water on a parched day and his last food to a hungry child;
he will give his very life for the society he loves.
Danger and horror are his familiars and his sense of humour is accordingly sardonic.
What the unknowing take as callousness is his defence against the unimaginable;
he whistles through a career filled with graveyards.
His ethos is one of self-sacrifice and duty.
He is sinfully proud of himself, of his unit and of his country
and he is unique in that his commitment to his society is Total.
No other trade or profession dreams of demanding such of its members
and none could successfully try.
He loves his family dearly,
sees them all too rarely and as often as not loses them to the demands of his profession.
Loneliness is the price he accepts for the privilege of serving.He accounts discomfort as routine and the search for personal gain as beneath him;
he has neither understanding of nor patience
for those motivated by self-interest, politics or money.

His loyalty can be absolute, but it must be purchased.
Paradoxically, the only coin accepted for that payment is also loyalty.He devours life with big bites, knowing that each bite might be his lastand his manners suffer thereby. He would rather die regretting the thingshe did than the ones he dared not try. He earns a good wage by moststandards and, given the demands on him, is woefully underpaid.
He can be arrogant, thoughtless and conceited, but will spend himself,sacrifice everything for total strangers in places he cannot even pronounce.
He considers political correctness a podium for self-righteous fools,
but will die fighting for the rights of anyone he respects or pities.

He is a philosopher and a drudge,
an assassin and a philanthropist, a servant and a leader, a disputer and a mediator,
a Nobel Laureate peacekeeper and the Queen's Hitman, a brawler and a healer,
best friend and worst enemy. He is a rock, a goat, a fool, a sage, a drunk, aprovider, a cynic and a romantic dreamer. Above it all, he is a hero for our time.

You, pale stranger, sleep well at night only because he exists for you,
the citizen who has never met him, has perhaps never thought of him
and may even despise him.
He is both your child and your guardian. His devotion to you is unwavering.
He is a Canadian Soldier.

I Miss NHL Hockey - A Lament

A Lament for Hockey

The last couple of Saturday nights were tough. They were tougher than I thought they would be. On Saturday nights there is no NHL hockey. Three weeks ago, for the first fall Saturday night that I can remember, I could not tune into the game. There was no tuning into Coach’s Corner to watch the Ron and Don show. We all know that Don surely ain’t the greatest Canadian, but you gotta love the way that he talks for all of us, and the way that Ron can turn a phrase, and trip-up ole Don. Having no hockey, Don nor Ron made me realize how much I need “our game.”

A Shared Comfort Blanket

Self-admittedly, I am not an avid devotee HNICer watching both games of the double-header every Saturday night nor the triple-header on hockey day in Canada. Most Saturdays I do not even watch a full three periods, unless my Canucks are playing, which is usually on the late game. Friends have called me a homer, and not a real fan of the game, but regardless, I now realize that I found comfort in knowing that I could put on the game, or any NHL game, if I wanted.

Hockey for millions of Canadian men is our shared comfort blanket. Even if we don't use it, we know that it is there. NHL hockey is the trademark, brand and logo for Canadian men. Without it we are just not the same. Something goes amiss in our daily lives.

My neighbour John suggested that we go and watch the Mooseheads of the QMJHL, but we both know that it just ain’t the same. We drank beer and yelled at the screen as Canada won the world cup of hockey. But all the while we shared an awkward feeling knowing that this would be the last real hockey and beer for some time.

Conversational Voids

I know that there is now a vacuum and conversational void in the morning when my neighbour, on the other side, and I bump into each other running out the door to work. I can no longer hassle David about his losing Chicago Black Hawks, and he can’t retort about the Canuck’s peaking too early in the season, again.

When at work there is a silence during morning coffees. We know that in the past this was the airtime dedicated to hockey talk. Chatting about “Making the Cut” just ain’t the same. We just can’t forget that the guys on “Making the Cut”, god bless them, are vying to win non-existent spots at a non-existent NHL training camps.

During my weekly breakfast at Cosy’s Restaurant, while I ate the “four-by-four” breakfast of four pieces of toast, four eggs and four sausages and drank too many cups of black coffee, we the regulars bantered about injuries, and how Joe Thornton just wasn’t living up to the billing. The Cosy’s regulars agonized with Stevie Izerman about his wonky knee, with Mario Lemieux about his aching back, and about Joe Thornton’s shoulder. We have all experienced similar ailments, and know what it means to play injured. What it means to be aging and to be a pro.

Being A Canadian Male and Fantasy Leagues

In addition to providing the comfort of a well warn and warm blanket, NHL hockey provided a shared and understood common bond for us middle-age non-hockey playing men. We do live vicariously through our fantasy teams. Every fall we look forward to getting together and arguing over the rules of how we are going to conduct the fantasy league draft, what happens if a draftee gets injured, whether we have to draft a goalie and the other minutia of fantasy hockey pools – who will be the new rookie sensation, who had an off year, and who is going to have a break-out season.

Once our fantasy league teams were drafted we would become devotees of morning sports updates so to check out the late coming Western Conference results. Though the monies to be won were only minor in the scope of reality, staying in the car in the office parking lot and listening to the radio sports shorts to hear who got assists on all the goals became common practice.

It Matters Not Who Wins
It matters not whether the owners or the players win the lockout. What needs to happen is for the NHL hockey season to open. The boys have to lace on their skates, and start shooting the puck. Baseball and football just don’t cut it – they are not our game. There are millions of Canadian men who need the conversational comfort of our game. We need get on with drafting our players, start counting assists and goals and get back to our fantasy leagues. We need the comfort of watching the game and yapping with one another. Cause I know, that this year my Canucks will win it all.