Myths and Misconceptions About the Military
By Mark Fallon

I was reading a best-selling book on improbability when I came across a paragraph that bothered me. The author had been invited to a conference sponsored by the U.S. Defense Department. He was surprised that "the military people thought, behaved, and acted like philosophers." And even more surprising, "They (the military attendees) thought out of the box…except much better and without fear of introspection."

But that wasn't the part that upset me. It was when the author explained that "This does not show up in war movies, where they are usually portrayed as war-hungry autocrats." Wow! Imagine that! People in the military don't act the way they're depicted in movies. Shocking!

It never ceases to amaze me how many people have preconceived notions about the military, with no factual basis for their opinions. Despite the lack of actual experience, there are plenty of statements like, "military-style command and control won't work", or "we need people to be independent, and not just soldiers following orders."

However, only 12% of the U.S. population is veterans. And that percentage will decline as World War II veterans pass away. With no personal exposure to the military, it's no wonder that so many people have misconceptions about the military. Here are 3 truths to counter the most common myths.

"Command and Control" doesn't mean micromanagement.

A common theme in many management books is that military-style command and control won't work in the new economy. Of course, these authors have never served, nor done any serious research on the military. But why let facts get in the way of a good line?

The official document from the U.S. Army on this subject is FM 6-0, Mission Command: Command and Control of Army Forces (2003). Chapter 1 includes this definition: "Command and control is the exercise of authority and direction by a properly designated commander over assigned and attached forces in the accomplishment of a mission." This definition is followed by 330 pages describing methods commanders can use when applying command and control.

With a slight adjustment, businesses will find a more helpful definition, "Command and control is the exercise of authority and direction by a leader in the accomplishment of a goal." Successful organizations are led by managers who establish goals and direct resources to support those goals. Developing objectives and execution of strategy remains important, even in the Age of the Internet.

Technology and organization structure have only assisted smart leaders with how they implement command and control. Which leads to…

Respecting authority isn't the same as blind obedience.

The most successful military leaders aren't dictators who implement orders from isolation and then demand that every order be followed to the minute detail. Rather, they involve their subordinates in analyzing problems and setting objectives. Then the team determines what resources are needed to accomplish those goals. Orders are issued to execute the plan and provide the resources required. Feedback loops are established to update the leader on progress, and allow changes to be implemented.

Technology doesn't eliminate this process, but enhances it. Leaders are able to quickly get more input from commanders closest to the battle. Databases track resource utilization and computer modeling can help analyze the impact of actual events as compared to a planned approach. Satellite images and Web-based communication provides an instantaneous feedback loop.

Even with technology, success requires open and honest communication. Smart leaders create an environment of respect, not reverence. The junior officers must respect the general's rank, but they also must point out weaknesses in proposed plans. Challenging senior leaders isn't easy, but it's required in the planning stage.

When following orders, soldiers are expected to think for themselves. Events on the ground may interfere with executing the plan. Soldiers adapt to the situation and take actions to support the commander's goal.

The smartest person you ever meet may be a Grunt.

The word "grunt" is used by the U.S. Army and the U.S. Marines as slang for "infantryman". Contrary to what civilians may have learned from Hollywood, being called a "grunt" isn't considered offensive, it's an honor. An offensive term is "POG" (pronounced "pogue") for "People Other than Grunts".

And it's not only the people who fail to qualify for other specialties that become infantrymen. Most people in the Infantry volunteered for the position. Many of the top leaders of the U.S. Army came from the Infantry, including Generals Colin Powell and David Petraeus. And U.S. Senator Jim Webb, former Secretary of the Navy, was a Marine grunt during the Vietnam War.

With the current wars, the public has learned that soldiers do more than "shoot and kill". Soldiers must quickly evaluate a situation and determine the best action to take. In addition to dealing with combatants, they must build relationships with civilian communities. For a great description of the rapidly changing environment soldiers face, read One Bullet Away: The Making of a Marine Officer by Nathaniel Fick, a Dartmouth graduate and Marine grunt.

In my Reserve Officer Training Corps class, I was one of the first four cadets who volunteered for the Infantry. How did the other 3 grunts do? One is an FBI agent, one is a retired Infantry officer who was an English professor at West Point, and one is a retired Special Forces officer, working on his PhD.

The military model remains a great example for businesses to follow. To get the best the military has to offer, it's important to separate the myth from reality.