The “US” Button
What we wear says a lot about who we are
I want to thank Jerry W, a retired US Army tanker who I met through the United States Army Brotherhood of Tankers, for the inspiration behind this post.
In Hogan’s Heroes Season 4, Episode 5, Carter loses a button off his uniform while sabotaging the Dorfmann Bridge. The button, discovered by German patrols, makes its way to the Gestapo and COL Klink’s office.
When asked what the button says COL Klink replies “us.”
As Jerry explains it, watching this episode was formative in his development as a non-commissioned officer and his personal leadership philosophy. For tank crews it’s all about “us,” what four individuals working in synchronization inside the tank can do to effectively fire and maneuver to close with and destroy the enemy.*
*Disregard the footage of an M109A5 Paladin lazily substituted for an M1A2 Abrams in an editing room
It’s not just a tank crew. The Army is about teams and leaders are responsible for training, developing, and leading well trained teams to effectively accomplish the mission. The 2014 Army Operating Concept discusses the term “cohesive teams” six times; the cohesive team is central to the success of all units. The conclusion of Chapter 2, Operational Context, explains:
“What all Army operations will have in common is a need for innovative and adaptive leaders and cohesive teams that thrive in conditions of complexity and uncertainty.”
Building cohesive teams is so central to the Army Operating Concept the term is critical to one of the 20 Army Warfighting Challenges in Appendix B. Army Warfighting Challenges are first order questions the answers to which will improve current and future force combat effectiveness. Army Warfighting Challenge 9 found on page 32 of the Operating Concept states:
(9) Develop resilient Soldiers, adaptive leaders, and cohesive teams committed to the Army professional ethic that are capable of accomplishing the mission in environments of uncertainty and persistent danger.
Commitment to the Army Professional Ethic is essential. Leaders are charged with developing cohesive teams to operate effectively. Building cohesive teams requires tough training, shared hardship, and collective success. It does not include hazing. In a values based organization the intentional demeaning, ridicule, abuse, or harming of fellow teammates does nothing to improve the overall organization. In fact it damages the trust that is crucial in the development of cohesive and effective teams.
The more I thought about Jerry’s story about the “US” button the more I thought about the application to leadership philosophies and organizational enthusiasm. Leaders must instill the “US” principle in the organization. Leaders must share in the hardships, chip in on the collective effort, and praise in the common success of the team while abiding by the ethic and values held in esteem by the organization. @KU_Leadership posted a picture Tweet this morning that helped bring this connection to the front of my mind. The Army values help focus the organization to recognize cohesive teams are about collective achievement guided by principled beliefs.
The discussion I had with Jerry last week about the “US” button gave me reason to think a bit deeper on a few items I’ve been working on lately, including my own developing new version of my leadership philosophy. At the end of the day it’s about the team, it’s about us. It starts with the leader, it starts with me, to provide purpose, direction, and motivation to accomplish the mission and improve the organization. This second highlighted statement in the Army definition of leadership is often overlooked and seldom discussed. Leadership is not just about getting things done but it’s also about improving the team, improving the “us.”
While it may start with me it continues with us.
