A couple of weeks ago I posted an article about the important of “junior leadership” in the military, especially, but, by extension, in all enterprises. My point was that if one lays a good, firm, foundation of “junior leadership” (tank and rifle section and troop and platoon commanders in the Army) then everything else ~ senior leadership, management, operations and even strategy ~ will probably thrive, but, if the foundation is weak, poorly laid, then success is unlikely in anything, and, if it does occur, it will be by accident.
I am reminded that back in the 1960s one of the (many) problems than then Minister of National Defence Paul Hellyer wanted to solve was pay. The Navy, Army and Air Force were having some trouble recruiting in the late 1950s and early 1960s: the post war recessions were over, the economy was growing, the threat of war seemed to be receding and military pay was quite low … all those things made recruiting and retaining the right people more difficult ~ especially for a military that was changing, rapidly, into a technologically sophisticated organization. There had been several boards and panels, reporting to both Prime Ministers Diefenbaker and Pearson, recommending new, better, higher pay scales for the military but little action had been taken because there was no public appetite for military pay raises. Paul Hellyer decided to ‘work around’ the problem by changing the definitions of “junior leadership.” Whereas, prior to the mid 1960s, the tank or infantry section commander had been a corporal (a rank that one could, theoretically, achieve after only 18 months of training ~ and 20 or 21 year old corporals were not rare, I was one) and the platoon or troop commanders were lieutenants, Mr Hellyer changed the rank of tank and section commander to sergeant (a rank that, typically, takes 10 years to achieve) and made promotion to corporal automatic, subject only to passing a trade/speciality skill course, and he made troop and platoon commanders captains and lowered the time that had to be spent as a lieutenant.
The effect was to debase the rank of corporal ~ which still retained its status as a “non commissioned officer” rank in the National Defence Act and Queen’s Regulations ~ by making privates and corporals interchangeable as “workers,” and, equally, to debase the captain rank by making captains and lieutenants interchangeable as first level combat commanders. In effect, while trying to solve one problem, Mr Hellyer created another ~ which I believe might be more serious.
Ted Campbell, “The foundation (2)”, Ted Campbell’s Point of View, 2017-02-21.
January 9, 2019
QotD: When the solution to one problem becomes a bigger problem
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