Plug Officership!

 Morale matters most! says Joe Noland

James Pedlar, A Salvationist and Doctoral student in Canada has posted an excellent piece herein (http://therubicon.org/2010/09/officer-morale-whats-wrong/) on officer morale. It’s based on a two-year research project focusing on young adult attrition within TSA. Although originating in Canada, the issues he describes are not peculiar to that territory, nor are they to the Army alone; they are widespread within the Western world. And it has nothing to do with one person, be he/she the territorial commander or whomever. It has everything to do with structure and a kind of institutional cancer slowly and insidiously eating away at the system. And it’s been a long time in the making. They don’t come any better than Commissioners Bill and Marty Francis.

This is a must read for all present and future Army leaders because it has to do with this whole matter of institutional, hierarchical leadership. The thread that accompanies the post is equally important because it has obviously struck a nerve with many. The comments also tell me something important as to the authenticity of its content. The responses are very balanced, no ranting and raving, maturely expressed, well worth a listen. One commenter, I think, gets to the heart of this morale matter when he writes, “How have you been, and are you being, valued by your leaders?” Just a suggestion, but I would pass the link on to TEC members within your respective commands. Tell them that I recommended it, so as to get you off the hook.

I was TYS/Candidates Secretary during prehistoric times in the USA Western Territory (When the two positions were conjoined). Regarding candidate recruitment, our mantra was always, “The image of officership matters!” or “Morale Matters Most!” A positive image of officership is our best recruitment tool. Image and morale are intricately linked together. Has nothing to do with who the Candidates Secretary is or isn’t; it has everything to do with morale, which will translate into either a negative or positive view of officership.

I’ve witnessed it time and again. The number of candidates recruited is directly proportionate to the morale (high or low) in the territory (The only exception being maybe during economic downturns, but that’s a discussion for another day). It will ebb and flow depending upon the quality of leadership at all levels, how they value those under their command. Is it hierarchical or relational? Is it legalistic or compassionate? Is it maintenance minded or mission driven? By the way this is going to be covered thoroughly in a book we’re working on: “High Counsel: Jesus and John on Leadership,” the “John” referring to John Gowans. Stay tuned.

I was Candidates Secretary for 5 years and we averaged 60+ cadets per session during that time. I can’t take the credit; we just capitalized on savvy leadership, high morale and a positive image throughout the territory at all levels, which we exploited to the hilt (in the best sense of the term).

In fact, I had the attached poster created cartoon like (from a real photo taken on the Glenn Erie Christian Conference Center grounds). As you can see we artistically plopped a cap and bonnet on the top of each fireplug (no Photoshop in those days). “PLUG OFFICERSHIP!” was our inspired caption. The Scripture portion (unreadable here) is taken from John 14:4, “But whoever drinketh of the water that I shall give…”

Man, did we take some heat on this one, a particular corps council taking up a petition to ban the poster and sending it to the Chief Secretary. But the kids loved it. During Youth Councils, the TC being good-natured and forgiving autographed them with the suggestion that they hang the poster on their bedroom walls - all in good fun attempting to get the message across contemporaneously. Talk about feeling valued. Mine may be the only one left in captivity, want to start a bidding war?

To cap it off we decided that 80 was a poetic number representing the number of cadets to be commissioned in 1980, the Centennial year of TSA is the Western Territory. Doris wrote a chorus, “Lord, we want 80 for 1980″ (can’t remember the other words, just as well). General Arnold Brown was our Special for the Commissioning Weekend, the chorus to be introduced with my comments during the Cadets Farewell Banquet. Long story short, we had the words printed on cards and placed at each table setting. Alas the color of the cards didn’t fit in with the Training Principal’s decorative scheme and they were pulled forcing us to find another solution (No projection in those days). The chorus was introduced and sung, accompanied by a faint and scattered gaggle of giggles throughout the room. A few of the SFOT staff started singing, “Lord, we want twenty, we think that’s plenty,” their version of “Saturday Night Live!”

Suffice to say, they got rid of us soon thereafter, followed by an obligatory sojourn into proverbial Siberia. Not feeling so valued then. Souls saved were just as precious there by the way. Nor did they even come close to 80 in 1980. To this day, occasionally some old retired codger will sing a line of that chorus when passing me by, followed by a faint giggle! There can be no creativity without risk taking, win some, lose some. Ah, but the rewards are so much greater when you win. Not this time, though.

The point being, “Morale matters most!” not a song or poster or program or Candidate’s Secretary. If morale is high, the image of officership will be high and candidate recruitment numbers will increase exponentially. Attrition in our teen, young adult ranks will subside. In a chain of command structure, good morale and a positive image is a top down phenomenon, with every level of leadership being in sync together.

Or is it the other way around? As they say before offering a toast, in this case, to the future, “Bottom’s up!” Translated, “Revolution!” Whichever, I’ll let you make the call.

 

Writer: Commissioner Joe Noland’s ministry can be summed up in three words: chaos, creativity and controversy - three elements implicit in any successful innovative endeavor. Cecil B. DeMille, renowned producer of Biblical epics, once wrote, “Creativity is a drug I cannot live without.” Joe’s mantra reads, “Creativity is my drug of choice.”  Access Joe Noland’s complete bio, among other things, by clicking into his website.

16 Comments to Plug Officership!

1. Morale is one of those terribly challenging attributes to measure or assess. Everyone seems to know what it feels and looks like to be part of an organization with high morale, but there are few direct measures to accurately quantify it.

   The most common approaches in other settings tend to focus on “indicators” or indirect measurements. Such things as number of sick leave days; preventable accidents; resignations; overt misconduct; etc. can be difficult to measure in an environment such as ours.

   Once such “indicator” question noted elsewhere in The Rubicon and mentioned by Commissioner Noland is:

   “How have you been, and are you being, valued by your leaders?”

   On the surface, this question can feel so subjective, that it might be dismissed as lacking any real value as an indicator of morale. Dismissal may be far too hasty a response. Consider what would need to take place for an officer (or any other individual called and engaged in the mission) to respond in a resoundingly positive manner to such a question.

   1) They would need to have a clear calling to the work; goals that further the mission and willingness to pursue them.

   2) Their leaders must know of their calling; understand their goals and agree that pursuit of the goals furthers the God-given mission of The Salvation Army.

   3) Their leaders must understand something of the personal values of the officer; by what means they best receive affirmation and by what means they most effectively receive correction or guidance.

   4) The officer must be willing (and given an opportunity) to gain an understanding of the demands placed upon their leaders - and the reality that there may be challenges faced by their leaders that can not be shared with them.

   Dana L.

   5) Leaders must be willing to trust their subordinates with the truth, whenever such disclosure is reasonable and does not harm others. “Inconvenience” is generally not a sound reason to withhold the truth.

   Co-laborers who are valued and feel valued are most often willing to endure difficulty and challenges, along with adverse work and living conditions to fulfill the mission. Based on first-hand experience, the military units and public safety organizations in which the care and support of the line warriors and officers comes first, are the ones that can accomplish nearly unimaginable tasks. Their morale is high, they know they are appreciated and effective. In those most effective organizations, the leaders are last to rest, last to eat, last in line and last to go home - only after they have ensured that the needs of others have been met.

   Serving with a leader who puts the needs of those they are entrusted to lead ahead of their own, results in a highly-effective, mission-driven organization. An organization that will prevail against the very doors of Hell.
Dana Libby on September 20th, 2010

2. Isn’t this the whole essence of what we are about, if the CO isn’t enthusiastic how can they expect the corps folk to react. This also goes from the General down, we have to become contagious Salvationists.

   We are little short of nothing unless we have the fervour and enthusiasm to see souls saved.

   Roy S.
Roy Stephens on September 20th, 2010

3. There’s a real difficulty here in the subjectivity of morale. If “morale matters most”, then who’s opinion of how high or low that morale is counts? The existing officers or the prospective candidate? Is it possible to fake morale for recruitment purposes (e.g. tell them everything’s great when it isn’t)? Similarly, is there a danger that those who “sign up” because times are good (i.e. high morale) will just as quickly “sign out” when times are bad (i.e. low morale).

   I’m just thinking while I’m typing here. It’s a very slippery and thought-provoking topic, so thank you for this post (and James Pedlar’s as well).

   I guess what I’m wrestling with most is the concluding statement:
   “If morale is high, the image of officership will be high and candidate recruitment numbers will increase exponentially. Attrition in our teen, young adult ranks will subside.”

   It seems to sound all too easy - raise morale and we solve all these problems. But is it really that easy? (I’m genuinely asking that question, by the way). If it is, how do we then genuinely raise morale?

   Another thing I wonder about is the relationship between “suffering” and “morale” in this context. A fellow officer said to me (wisely) that to last in Officership you’ll need a robust theodicy. I think he’s right. There may a temptation here to interpret “morale” as “everything going great”. But growth (individual and corporate) seems to also happen in places where suffering is being endured as well.

   One final random thought. I hear a lot of talk about numbers. Similar to this post it’s often a goal or target number of cadets/officers. As important as numbers are, and I think it’s great that God continues to call people and they also continue to respond - the more the merrier! However, my mind always flys to Gideon (Judges 7) when these discussions come up. I always wonder when we face attrition (particularly in the ranks of Officers) that perhaps we’re experiencing a time when God is saying “the troops with you are too many” (v2 NRSV)…

   I just wonder…

   Adam C.
Adam Couchman on September 20th, 2010

4. Adam asks what creates high morale. My experience and observation is that church health raises morale.

   Eleanor
Eleanor Burne-Jones on September 23rd, 2010

5. Thanks for your post Joe. You’re right. James is bang on the money!

   The problem is this…I’ve always suspected that Commissioners voting for change is rather like turkeys voting for Christmas!

   My question is: now that you’re a commissioner, what are you voting for? How are we going to overturn this hierarchical and institutional nightmare that we’ve got ourselves into?

   David
David on September 23rd, 2010

6. Thanks for this interesting read Jow. It’s good to hear the perspective of a former Candidate’s Secretary!

   I’m glad you highlighted the “structural” aspect of the issue - it’s not about any one particular leader / personality, but rather about the challenges that Army structure can create for morale. It’s not like this issue in the C&B Territory just crept up overnight, and it’s not about any particular leader, because we certainly have our fair share of talented leaders in DHQ and THQ appointments.

   In a hierarchical leadership structure, it is easy for people to feel disconnected from their leaders, because the structure seems “bureaucratic.” Leaders can overcome this if they are intentional about valuing people and establishing strong personal connections. But they need to be aware that they’re starting from a kind of deficit position to begin with, in terms of “personal touch.”

   I think it’s really hard for people to hear criticism of the organization and keep thinking about it on the “structural” or “systemic” level. It’s tough not to personalize it and get defensive.

   It’s a tough issue. I wish I knew how to raise morale!

   James P
James on September 24th, 2010

7. Don’t quite agree with your analogy, David, “that Commissioners voting for change is rather like turkeys voting for Christmas.” I vote for change and always have regardless of the consequences. Nor would I choose the term, “nightmare,” rather I would use the term, “challenge,” to describe the way forward. Admittedly, it is a big challenge, because the present structure has been a long time in the making, didn’t happen overnight, nor is it going to turn around quickly.

   John Gowans and I kicked this subject around endlessly. When he was General, I supported his Lieutenant and rank flattening initiative, a first step in a long process of attempting to flatten the hierarchy. It wasn’t perfect, but it was a first step. I did the same in my territory. The problem is, that he was only in the chair for three years and I in mine for four, not enough time. And thus part of the hierarchical, structural problem we face.

   James uses an important word in his comment – “intentional” about valuing people. One of the solutions is to train the next generation of leaders to be “intentional” in this regard. For example, as a DC, I can flatten the hierarchy in my command if I’m intentional about it. Structure is in the eye of the leader.

   In fact, when he was General, John Gowans presented a highly confidential paper (not to be disseminated) on Leadership to the USA Commissioner’s Conference of which I was a member. I have received permission to release this document as the foundation for a book that Steve Court and I are writing together. The thesis is that those in leadership are the key to change, be it structural or whatever. We must expedite the next generation into leadership positions much more quickly and, in the process, train them to flatten the hierarchy by being more intentional in their leadership style. After all, trim and titles are only pieces of cloth and words on paper. Some of the greatest Army leaders I served with (not under) treated me like an equal. Stay tuned.

   JN
Joe Noland on September 24th, 2010

8. Excellent thoughts all around.

   Joe, when does this book come out? Sounds great. Would love a free advanced copy. I could review it on my blog and maybe on another great website, maybe you’ve heard of it: theRubicon.

   (I know, totally shameless. but let me be honest: I have no shame when it comes to free books)

   “Flatten the hierarchy.” Love it! We should! We need to, however, this may be like cutting off a limb for some folks. Hierarchy is so connected to who we are as TSA. It’s such a huge part of our story.

   Here in the Canada and Bermuda Territory there’s a lot of talk about God not being done with TSA and how we still have work to do. Of course, but it comes across as being paranoid. unfounded fear. I always wonder if it’s fear of non-existence or fear of being, looking, and doing things different.

   Where is our Wittenburg door?

   Where is our change we can believe in?

   mark B.
markbraye on September 24th, 2010

9. Whats that saying “Rome burns while Nero fiddles”, reading the comments thats what it feels like from a humble soldiers stand point. So what about putting this first from your covenant “I bind myself to him in this solemn covenant: to love and serve him supremely all my days, to live to win souls and make their salvation the first purpose of my life,” boy could we do with that type of officer today.

   Roy S.
Roy Stephens on September 24th, 2010

10. Upon entering my first appointment as newly ordained & commissioned SA officer, the GSBA (General Secretary for Business Admin.,) a former US Marine shared the following charge:

    “Give ‘em Heaven, Lieutenant! Give ‘em Heaven!”

    ALB (former officer)
Andre L. Burton on September 25th, 2010

11. Joe, thank you for your positive response.

    You’re right that ‘nightmare’ is a very subjective term and for someone feeling optimistic, a negative term. Maybe it depends to some extent on ones own personal experience and how many of your close friends and colleagues have ‘moved on out’ as to how positive you feel able to be.

    However, I think you also illustrate my point for me. If the flattening of the rank system can easily be overturned with the permission of the Commissioners, they obviously want to keep a hierarchy that they’ve climbed to the top of, and if on the other hand that ‘overturning’ can happen without the permission of the Commissioners, then we see clearly the problems of autocracy. Either way it is discouraging.

    I appreciate James’ comments that its not about individuals, but about systemic problems, but at some point leaders have to stick their necks out, risk their position and status and say it as it is, even if it doesn’t help their job prospects. Ultimately I feel the underlying issue is that we have not really begun to understand what ‘church’ means in terms of koinonia and community.

    Our movement is founded on a highly individualistic view of salvation that in Booth’s day ultimately required the enforcing of autocracy to get anything done. If we could understand what community really is, rather than just say we are a church, then we might move forward.

    David
David on September 25th, 2010

12. General Paul Rader wrote:-Soldiers rolls will not increase due to some mystical spiritual osmosis won from heaven by the desperate hopes and prayers of the faithful. To ensure effective mission in our corps, it is essential that both group and personal evangelism activities are given priority. The hands and feet aspect of this imperative should be modelled by our corps officers and shared with those soldiers who are motivated and equipped to serve as souls winners. Quite a challenge! But certainly not impossible if bathed in prayer and pursued with Holy Spirit daring.

    Dr. Robert Schuller put it this way “First this isn’t a church - it’s a mission. Secondly, it’s not mine - it belongs Christ. Thirdly we don’t have members - they’re all minsters and only a few get paid. For a truly great church is first of all a mission!”

    It’s funny we started out as a mission and Army leaders have slowly changed us into a church. Last weekend our CO announced new corps senior leaders, he would have liked to have them known as Elders but they refused to be called that and this is all with the blessing of the TC.

    Over the last four officer appointments all we have seen is the slow dismantling of anything Army. Each one has come in and thrown out what the previous officer has done and brought in their own agenda. The hard part to take is that there is no interest in saving souls, that I feel is old hat.

    I can only pray that this is only happening in our territory but reading some of the blogs I feel that it is like a cancer slowly spreading.

    With all the changes we have only managed to end up running out of control, so for me we need to get back so that there is control as we can’t be trusted.

    Roy S.
Roy Stephens on September 25th, 2010

13. James,

    I very much appreciated and resonated with your comment of September 24, which said in part:

    “Leaders can overcome this if they are intentional about valuing people and establishing strong personal connections.”

    As I look back over the 35 years of my working life, the leaders that were willing to be intentional about communicating their respect and the intrinsic value that they saw in organizational subordinates, have been the ones that made the difference. The most effective of these are often communicated in an informal word or brief note. Such actions seem to come naturally to great leaders - but the rest of us can learn - if our hearts are for those we serve with.

    What helped me respond to God’s call to officership in the second half of life were the actions of officers I encountered through our Corps.

    Our Corps Officers (now serving in Divisional Command) always had time for questions and provided opportunities to serve in areas that were a bit of a stretch at first. But, they took the time to encourage.

    Other Officers who soldiered at the Corps invested time and their talent to help us grow. (I’m not certain that one officer, now in retirement, has quite recovered from trying to teach me to lead a song . . . perhaps she might not have retired were it not for that experience!) One officer couple on the Training College Staff invited us to their quarters for an evening to simply ask any and all questions that we may have had. Their grace and passion for officership was an amazing encouragement for us.

    One officer couple, now serving in Territorial Command, probably have no idea of how much they influenced us through their example of kindness and warmth - it simply came naturally to them. At the time we met, they were part of the Territorial Executive Council, but their lack of pretense and humility demonstrated clearly that they did not think of themselves as superior to anyone, but rather as leaders who served.

    Through our journey from appointment as Auxiliary Captains, then after 5 years, commissioning as Captains, we have been in a single Corps appointment. Because of our background prior to TSA (and despite being completely non-musical), we have had wonderful opportunities to engage with Officers from widely-diverse backgrounds and cultures. Like any other large organization, each of us varies greatly in personality, demeanor and self-image. Unfortunately, it seems that the ones of us that do the most damage to the Army and that probably do the most to discourage the right candidates from officership, are those that think so very highly of ourselves. This seems to be a trait that cuts across almost every culture and socio-economic background.

    We would do well to remember a couple of simple points:

    - Love God

    - Love your neighbor as yourself

    - Jesus came to serve, not be served

    and

    - Soldiers and Officers you lead are not impressed by what insignia is on your uniform or the title on your door - they are impressed and influenced by your willingness to care.

    Dana L.
Dana Libby on September 26th, 2010

14. Thank you Dana, right on the ball. I was beginning to think that that to had joined the old hat syndrome.

    Roy S.
Roy Stephens on September 27th, 2010

15. One of the things that Commissioner Noland took a lot of grief over was his 7Infinity7 videos that he used as a medium for sharing his new vision with the USA Eastern Territory. Previous to seeing this video, I laughed at the idea of Officership. Thinking it to be too rigid for my personality and passion. However, when I saw the dream it resonated with my heart. The Message, “If you can dream it, we can make it happen”, was all I needed to hear.

    I got on my knees in my father-in-laws basement and I accepted the call to Officership. True, not all Officers are inspiring, but the only question I need to be concerned with is me. Are my wife and I an inspiration? Do we cause people to say, “If that’s what it means to be an Officer, than sign me up?” We hope so.

    Nuff said!

    Robyn B.
Robyn Bridgeo on September 27th, 2010

16. I just have to briefly comment on your sentence: “There can be no creativity without risk taking, win some, lose some.” That is so true. And, thank you for your creative leadership during your time here in the East…your impact is still felt today.

    Mary P.
Mary Parks on September 27th, 2010

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