What are the consequences for a tradition-rich military organization with a generation of individuals raised on instant connectivity, rapid feedback, and a flattening process for communication? It is far from a hypothetical for the US Coast Guard. Well, I think the challenge for our leadership is how they take this generation and get them into our junior leadership ranks without losing what customs, courtesies, and chain of command are such a vital part of, Rear Adm. Paul Lewis tells Fast Company.
Leaders have noted that a marked change has occurred regarding how the younger generations work. Demands for freedom at a younger age, fewer working hours, and more leave have been plain even before the liberal leave policy was included. Younger personnel question the need for experience before being promoted. Personal interactions with superiors are no longer reverent as before salutes have been supplanted by mere recognition, and directions have been queried instead of immediately followed by a beaming “yes sir!” Text messaging is quite helpful; however, it has already begun interrupting the chain of command.
However, the same generation of millennials also holds strengths that the Coast Guard in particular and the military in general cannot afford to disregard. They are extremely well-educated, tech-savvy, and quick to adapt to new technology. As one leadership webinar speaker suggested, The challenge lies in harnessing these strengths to inculate the necessary discipline and respect required in the military. When it comes to mentoring, it is necessary to be proactive with regard to teaching young people the value of patience when advancing in one’s profession, to correct instantly when young people make errors in customs, and most of all, to give lots of positive feedback to meet their need to be recognized.
History confirms that military protocols and practices are not mere niceties but are functional tools for building trust and a united front in the field environment. A traditional salute and recognition for seniority and respect for the chain of command thus long established in the Coast Guard, as a practice spawned from the traditional heritage of the seas, continues to prove very functional to date. Tradition and innovation must stand on an equal pedestal.
The adoption of technology in the operations of the Coast Guards offers an effective interface for generations. Initiatives, for example, Coastal Sentinel, known as the next generation of maritime observation and control, and RAPTOR, standing for the Rapid Response Prototype Team, align with the millennial acceptance of technology. The improvement in connectivity, for example, through the use of Wi-Fi, 5G, and satellite communications, aligns with the demands of the newer generation, along with operational needs, and hence offers a new future that integrates the achievements from the past, for example, the leadership of the Coast Guards in the use of helicopters in rescue operations.
However, as described within the strategic foresight framework, Evergreen V, technology implementation must be kept in balance with technology requirements that ensure interoperability, cultural adaptability, and resilience. Grassroots innovation can foster innovation breaks-throughs, but lack of standardization may give rise to the creation of ‘silos’, where innovation becomes an antagonistic force toward the very purpose for which innovation is intended. This must address improved public partnerships with the government, but adaptability in VUCA conditions is necessary.
One major part of this equation is the concept of mentorship and the cross-generational relationship. This means developing a basis for goal-setting, understanding the value and differences for communications related to the culture, and developing learning opportunities for both generations. The concept of reverse mentoring and passing on knowledge of new technologies might very well complement the customary concept of mentorship and discipline concerning leadership and business processes. Two-way learning not only transforms and develops individuals but also the social contract. It should also be noted that policymakers and managers can tap into the millennial generation’s motivation factors, which include transparency, leadership with character, and a good command climate.
Shedding the toxic leadership, becoming more mission command, and promoting two-way communication may better retain a higher percentage of troops and better unit morale. A flexible career path, when possible, and constructive, frequent critique can integrate the organization’s needs with those of millennials. The next leaders to emerge in the Coast Guard will come from millennials that exist today as part of today’s society, with strengths that involve everything from their ability to effectively utilize technology to their ability to successfully function within a well-structured military framework. Innovation and tradition can combine to tap into the better part of millennials that are a part of today’s Coast Guard by stressing tradition, guiding with purpose, and balancing technology with sound discipline.
