Social media — A curse or blessing for Military Leadership?
In business, there are many discussions about the effects of the information age on the world of work in general, but also on leadership in particular. Many very different aspects are cited. Regarding effective leadership in the information age, subordinates seem to place five demands, in particular, on their leaders: 1. to have information from superiors, 2. to be involved in decision-making, 3. to have transparency about decisions made, 4. to have personal feedback and 5. that leaders be active in social media. The bottom line is that in the information age the subordinate wants to be more involved and become part of the solution and not only be confronted with the result at the end — and that the superior should ensure this by being active in social media. With these requirements, it quickly becomes clear that time; time for every kind of communication or for posting on social media is a major issue for leaders in the information age. How is the superior supposed to manage all this, since the day will still have 24 hours even in the information age? How is the superior supposed to be able to meet the new demands? But maybe social media can be transformed from a curse to a blessing and give the supervisor the possibility to communicate with subordinates to ensure better end results.
It is all about leadership
Leadership is a decisive factor in the military, if not the decisive factor. Or, to quote the Royal Air Force, ‘leadership is fundamental . . . and is considered the most important aspect of the moral component of fighting power.’ Can leaders change their style? Yes, if it is in accordance with General Stanley McChrystal’s thinking that ‘people are born, leaders are made.’ As being a good leader is not an inborn skill but a teachable one, leaders should be able to adapt their leadership style to the new realities of the information age. Yet to do this, they must first know what is expected of them. Secondly, they must also be allowed to implement these requirements in the form of time or other necessary resources.
Interactive participation and open exchange with each other in both directions in a leadership subordinate-relationship are important leadership skills nowadays. Cathleen Clerkin goes one step further and sees interpersonal skills, which are largely determined by communication between superiors and subordinates, as one of the most important skills for leaders in the coming years. What may sound simple and self-evident at first, however, takes time. But this cannot be used as an excuse not to do it when leadership, as described, is one of the core requirements in the military.
Still more tasks for the leader?
Nowadays, every person is used to having all information available at any time and any place. The significant gamechanger has been a result of the combination of the internet and smartphone that has led to the emergence of social media. At the beginning of 2021, more than 90 per cent of all people in Western Europe and North America were online. According to McKinsey, this also leads to demands on leaders in the world of work. As a result of this habit and the omnipresence of information, subordinates also expect a flow of information from their employers and thus leaders; certainly more information than just a few years ago. But it will not remain with the mere passing on of information by superiors. The information must be processed by leaders for the respective areas. Questions such as, ‘what does this mean for my area?’ or ‘how can I better inform my subordinates most effectively?’ must be dealt with by the supervisor. What does, for instance, having to wear a mask because of the pandemic mean in concrete terms for the crew of my ship or my tank? And implementing the information takes time.
This should not, however, stop at mere information from the supervisor. Regular discussions and the ability to concretely involve the team in decisions, is repeatedly emphasised as a necessary skill of the modern leader. Decisions made by the leader alone without asking the subordinates for their views are now more outdated than ever before. Laura Cortellazzo describes this requirement for supervisors ‘to adopt a more inclusive style of leading; asking for and taking into account followers’ ideas into everyday decision making.” There is no need for this involvement to follow a fixed plan, but should rather be situational. It is more important that all subordinates are part of the solution to any problem. This issue naturally creates limits for military leaders. In combat, it will hardly be possible to conduct large rounds of participation. However, this does not mean that the required involvement of lower ranks is off the table. On the contrary, the participation of subordinate military personnel in peacetime can increase their loyalty to combat. However, the involvement of subordinates in finding solutions also needs one thing: time.
Once a decision has been jointly reached, the required communication by the supervisor does not end. Transparent decisions take on a new value in leadership in the information age. It is not only important to communicate decisions that have been made, but also to explain them, to allow questions and to make it clear to everyone why each decision was made and how. In order to achieve trust — a core element of a good relationship between superiors and subordinates these transparent decisions are key in 21st century leadership. This creates another increased demand on leaders, for which they have to find the time.
In addition, subordinates today want to know much more often what superiors think of their performance. Not only in a formalised way, in the form of reports, but simple face-to-face feedback. This, again, is something that demands time from superiors.
And now social media as well?
As if that were not enough, leaders are now required to be active on social media to reach, motivate and set an example for their subordinates. The former German State Secretary at Ministry of Defence Dr Peter Tauber is clear: ‘And by the way, in 2020, it is no longer an option for a military leader not to use social networks.’ The use of social media can be used for very different reasons. From drastically warning subordinates of the dangers of social media, to the next level of informing oneself, to the level of actively posting contributions, many forms are possible. If one transfers the requirements that leaders should be familiar with the environment and the reality of the life of the subordinates entrusted to them, the use of social media is a duty for military leaders in the 21st century. Young people spend a significant amount of time on social media. In order to understand some of the things happening on social media, military leaders should at least be aware of what is happening in these information spaces. Otherwise, they will not be able to meet the demand to know the reality of their subordinates’ lives. Of course, this takes time.
Today, not all superiors are active in the digital network themselves. Senior leaders who grew up without a mobile phone in their pocket, or leaders who have not been active in social media so far, have to be prepared for the new media and the possibilities. Again, more requirements take time and are an additional burden. Or not. Social media allow reaching a large group of people quickly. This is exactly what these media are designed for: ‘Social media is a computer-based technology that facilitates the sharing of ideas, thoughts, and information through the building of virtual networks and communities.’ So why shouldn’t leaders use this strength to their own benefit?
Curse or blessing?
There is no doubt that a post on social media is no compensation for a face-to-face conversation. There is no doubt that a lot of information in the military is not suitable for sharing publicly. There is no doubt that it takes time to create a post. But it is also clear that social media can be a way for leaders to connect with those they command through social media and better satisfy their information needs. The young generation is at home in these media. However, some conditions still need to be created, because the added value of using social media to reach subordinates needs to be communicated. In addition, clear limits must be set and explanations of the opportunities and risks must provide certainty of action. But after some investment of time and training in these communication opportunities, social media can contribute to meeting the increased demands placed on supervisors and thus increase the overall performance of the leader. Without training and organisational conditions, social media can become a curse for leaders; but with the right framework, social media has the potential to become a blessing for the leader in the 21st century.
Lt Col (GS) Marc Nolte is a mountain infantry officer from the German Bundeswehr with a range of operational experiences and posts at tactical, operational and strategic level.
This BLOG is an academic study conducted as part of the KCL Master by Research programme on the Advanced Command and Staff Course at the Defence Academy of the United Kingdom. The views expressed are those of the author; they do not constitute the opinion of, or a representation by the Bundeswehr or the Defence Academy of the United Kingdom.
