Tag Archives: retention

Dripping Water Cuts Stone

There’s a Bruce Lee “quote” I seem to recall from <em>Dragon: The Bruce Lee Story</em>. Turns out, it’s a quote of Lao Tzu, or very similar to it.

Water is the softest thing. Yet it can penetrate mountains and earth.

My Chinese teacher used a similar phrase to encourage me after I improved my language scores slightly: 滴水穿石 - di shui chuan shi

Found at:  http://theinkzenmaster.org
Found at: http://theinkzenmaster.org

It means “Dripping water penetrates stone.”

(Oh, you can see that clearly in the image. Well then.)

The intended meaning is clear: little by little, with constant effort, we make progress toward what might seem a difficult goal.

There’s wisdom in that, of course. Excellence and success aren’t often made of singular actions or short bursts of greatness. If they are born of an instant, it’s often because in that moment, we responded the way we do every day to the thousand pressures and stresses we face.

Yet there’s a darker side to the quote. When I think of the military’s loss of talented and intelligent officers and enlisted, this phrase comes to mind. In all the justifications I’ve heard my peers offer for why they do not wish to stay in, there’s rarely some defining moment or negative experience that drove them away from further service.

It’s dripping water cutting through stone.

Many of our soldiers, sailors, Airmen, and Marines chafe under blanket policies restricting everyone’s activity in order to attempt to prevent the troublesome few from doing anything wrong. We have servicemembers who are old enough to bear arms in defense of our nation, putting in twelve hour shifts standing guard every day, ensuring security for our bases and resources. Yet they are not old enough or responsible enough to make their own decisions while off-duty; many fall under policies establishing curfew hours, restrictions on alcohol consumption, and required reporting of planned holiday travel down to the estimated number of hours and miles of driving each day.

All too often, instead of leaders, we get babysitters – who are themselves forced to “take action” by fear of the consequences of any sign of failure.

However, the burden of being treated like a nursery isn’t all that wears our service members down. A myriad of individually minor grievances contribute to the problem.

Every day, our “best and brightest” wake up to face a shower of priorities, trickling streams from several directions, all clamoring for attention. There’s a new computer-based training or CBT that the whole unit has to complete within the month. Everyone has to turn in updated copies of some form so that someone’s program looks up-to-date. Binders need new cover pages and spine markings so that they all match across the entire unit. Someone found a requirement in an obscure regulation and all the aircrew members are showing up overdue.

The form you turned in isn’t the most current version. The certificate you received for completing a training course doesn’t have the blank back side, so it’s not a valid form. We need you to log four events so that you show up as having all your events logged because if you don’t get all your events, it looks bad for us, and we refuse to look bad. Also go get your flu shot, because you show up “red” on the tracker. And finish your CBT for skills you’ll never use. Finally, I know you’re outprocessing for your next deployment, but we need you to complete the post-deployment survey from your trip a year ago, so you need to schedule an appointment for that.

Our organizations are often cumbersome and entrenched in old methods of management and mission accomplishment. The figurative ceilings are pocked with holes. Every day, our Armed Forces members rush to place buckets under each of these dripping streams of water, scrambling from one “top priority” to the next whenever it overflows. This can certainly be true in the civilian workforce as well.

It takes time, but water will cut through stone, just as frustration and mismanagement can eventually defeat even the greatest determination and optimism.

People talk about the military bleeding talent, and wonder how we can stop the bloodflow. Maybe the holes we most need to plug up are the ones dripping from the rooftop.

Retention – Problem or Solution?

“You cannot run away from weakness; you must some time fight it out or perish; and if that be so, why not now, and where you stand?” – Robert Louis Stevenson

“If you can’t stand the heat, get out of the kitchen.” – Harry S. Truman

exit

There is a proverb in the Bible–not surprisingly, found in the book called Proverbs–which warns the reader that “Even a fool is thought wise when he holds his tongue.” Sometimes the best thing one can do in a crisis or confrontation is shut up and move on. Sometimes the worst thing one can do is vent their frustration in public.

I don’t always remember that.

Couple those lapses of judgment with a very public forum (i.e. Facebook), and you have a recipe for disaster… especially when you vent frustration about your workplace and your management. Thankfully, I don’t make a habit of Friending my chain of command.

Still, I sometimes get pointed responses – either in person or in social networks. I get it that some people don’t care for whining, and some people don’t see complaining as befitting a Senior Non-Commissioned Officer. I imagine many in the military would think the right thing to do is salute smartly, shut the mouth, and execute the assigned task as ordered.

So, to the whiner, these folks essentially say, “If you don’t like your job, get out.”

I see a problem with that.

I do like my job. I like it enough that I care when it seems we’re doing it wrong.

Quite frankly, I believe that’s why the organization pays me. I’m not just my crew position, qualification or office title. I’m still in the military because the Air Force still values my input and experience, and they’ve seen fit to put me in a position that should carry some influence. They expect me to bring that experience and judgment to bear in making decisions and informing leadership about the effects of how we’re doing business, good or bad.

Sometimes whining is a refuge for the weak and lazy. But sometimes it’s the last resort once dialogue has been shut down and a culture of oppression or fear has silenced official professional dissent. If I can’t say anything that changes what’s wrong, I’m still going to bring it up from time to time.

If all the “whiners” get out, then no one is left to raise concerns.

As a young Airman recently rededicated to the Christian faith, I once thought that the Base Chapel was the place to serve, and I considered cross-training into a Chaplain Assistant job. Surely there, I could really do something good, or so I reasoned. Then a chaplain friend of mine suggested, “If all of the believers get out of their career fields and work in the Chapel, then who’s left to be a positive influence in your workplace?”

Religious issues aside, the logic is sound in this case. What sort of people are we trying to keep?

Do we want only “yes men” who are willing to bend any rule and accept any treatment in order to avoid a confrontation with those above them? Does our organization need leaders with a mind of their own, or do we want only those who parrot back the opinion of leadership? If that’s what we want, then, sure, telling the dissenter to “get out” is good advice.

Are our retention rates a problem, or a solution?

In my career field, at least, we have a shortage of people. We are constantly striving to replace the experienced folk we lose to retirement and separation. We’re grabbing people with the bare minimum qualifications and putting them in demanding positions of authority, and the pool we can choose from is getting more and more shallow each year. We are considered a stressed career field.

So if I’m frustrated by the stress of the job, and if we’re doing things that encourage people to leave our career field, maybe more people getting out only adds to the problem. It’s certainly not fixing anything.

There are people who need to be helped on their way to the door: those who take no initiative, those who disobey orders or violate good discipline, those who produce little or no value added for their unit. The person complaining and trying to prevent harm to his or her institution is not in the same category. They might be going about it wrong, but they’re doing something right. They’re taking ownership of their work.

“If you can’t stand the heat, get out of the kitchen” is a tough-sounding, hard-hitting response that’s great if you just want people to shut up and color. The problem is, you all trained me to cook, and I’ve come to love it. So I’m going to keep stirring the pot, and I’m going to speak up if you’re screwing up the recipe.

That’s why you hired me in the first place.