Life in Small Bites

The following personal incident is one that I have retold to my children as an example of an important leadership principle.  Please indulge its egocentric nature.

At end of story I offer my thoughts about its current application to the Covid19 crisis.

Walking out of the California Department of Motor Vehicles, dressed in light khaki slacks and my school letterman’s sweater, I was proudly clutching my just issued first driver’s license.  Two days earlier I had turned 16, the minimum age required by the DMV.

Eager to show-off my new wealth I borrowed my mother’s car to drive to Susan’s house.  Susan was a cute brunette cheerleader that I shared some classes with and whose attention I had been trying to attract for weeks.

Although surprised by my unannounced visit, Susan greeted me warmly and invited me in.  Sitting in her living room I proudly displayed my new license and told her about the testing process.  After a few minutes of small talk Susan said that she was going to the kitchen to prepare a few snacks.  As she arose I asked to use her restroom.

As I open the faucet to wash my hands a big spray of water shot out at me.  The water soaked the front of my khaki pants.  It gave every appearance that I had peed my pants. 

On the counter I saw a dish with a box of wooden matches.  With the intention to dry my pants I struck three matches at once and held them near my soaked pants.  The matches did not dry my pants.  They burned a big hole right in the crotch.

Without a goodbye I sprinted out the front door, jumped in my car and sped home.

What is the Leadership Lesson here?:

Never try to solve a problem with a solution whose consequences may be greater than the problem.

Little white lies, inflated resumes, bogus tax reports, and usually selecting the cheapest product or bidder fall subject to this principle.  What others can you think of?

***

In 2020 with the economic crises being experienced resulting from the precautions to protect from Covid19 many persons and businesses are urging to re-open offices and business establishments.  President Trump declared, “don’t let the cure be worse than the problem.” Although this is exactly my learned Leadership Lesson I think that he has got it exactly wrong.  In my opinion, as painful as are the economic crises, it would be a serious public health and safety mistake to ‘cure the economic problem’ by implementing a solution which could lead to greater consequences – deaths.  How many and whose deaths are acceptable?

Theory # 2:

Following is a long story to impart a short important leadership lesson.

Even in July, at 05:00 in the morning, in Amarillo, Texas it was uncomfortably cold. 

Leading the squadron, running as hard as I could, I charged around the ¼ mile track in shorts, T-shirt, and heavy black combat boots.  The mile-run was the start of each day at Air Force Boot Camp.  As the Squadron Physical Training Officer (PTO) I set the goal of daily finishing the run ahead of all other cadets.

Months before, I had been drafted by the US Army.  I was just finishing my third year at university.  My Dad recommended that I try and join the Air Force Reserve Officer Training Corp (ROTC) at my university which if selected would allow me to complete my undergraduate studies and enter the service as an Officer.  I applied and was selected as a candidate for Air Force pilot training.  The ROTC program required that I train as a student cadet for two years taking courses in leadership and military subjects along with my other university classes.

ROTC Boot Camp was every cadet’s first experience of the military.  Boot Camp, physically and mentally very challenging, was designed to begin preparing cadets for the physical, mental, and emotional responsibilities of leadership positions in the Air Force.  It was also designed to ‘weed-out’ young men who might not be suitable for such responsibilities.

Prior to going to camp I asked a fraternity brother who had recently completed Boot Camp how I could best prepare for the training and in what ways might I distinguish myself.  He said that many cadets would be singled-out for various leadership positions throughout the six-week encampment.  He advised to get into good physical condition, as the highest visibility was the PTO position. This role was fixed and not weekly rotated as were the other assignments.

So on the first day of Boot Camp when the Squadron Commander asked who would step-up and serve as PTO I eagerly volunteered.  (Even though my Dad, a former US Army Officer, had warned me against volunteering for duties in the military.)  As PTO it was my responsibility, in the dark and chill of every morning, after the mile run, to lead the squadron of several hundred cadets through 30 minutes of grueling calisthenics. 

Every morning at 05:00 a bugle would trumpet ‘Reveille’ through loud-speakers demanding all cadets awaken, dress for PT, and ‘fall-in’ at ‘Attention’ in formation – all within five minutes.  After the third day of this I stealthily started getting-up 10 minutes early to empty my bladder, don three extra T-shirts, extra socks, hide three sticks of gum in my mouth, and wait for the blare of the bugle.  This worked wonders as I was warmer, on-time, and ready for the run.

During the last month of the training cadets were advised that each Flight Commander (FC), a regular AF Captain, could nominate exceptionally performing cadets from his flight to be considered for ‘Outstanding Cadet of the Encampment’.   I was very proud to be nominated by my FC.

One week later I was sitting in the Headquarters Building with a dozen other cadets waiting to be interviewed by AF senior officers who would select the OCE.  With two cadets ahead of me in the interviewing cue I excused myself to go to the latrine. 

Different faucet – same result.  An offending stream of water shot directly at my khaki uniform pants.  No matches or other devices offered any solution.  Escape also was not an option.  I delayed as long as I could until I heard, “Cadet Yarbrough – report to the Interview Room!”

I entered the room and took the standing position of ‘Attention’ 10 feet in front of the table at which sat the Base Commandant-a full Colonel, two Majors, and two Captains – one of which was my FC.

I saluted and on-command assumed the position of ‘Parade Rest’, still standing, feet slightly apart, hands behind my back, eyes looking straight ahead, not focusing on the interviewing Officers.

For the next 15 interminable minutes the Officers asked me questions about world events, my personal background, my camp experiences, and my intentions for service in the Air Force.  Staring straight ahead I answered as confidently and articulately as I could.   I was subsequently dismissed and instructed to proceed to my next duty post.

The night before the Encampment was completed the regular Officers hosted a celebratory dinner for all the cadets who had successfully completed the training.  Upon completion of the meal the Base Commandant gave a speech congratulating the cadets. He acknowledged that shortly many would be likely sent into combat and he wished us “good service and good luck”.  His final congratulatory remarks were reserved for the announcement of the OCE.

With total surprise, great pride, and no faucets in sight, I strode to podium to accept the award.

The last day of Boot Camp, after a final scrub-down our barracks, I was ordered to go to my FC’s office.  This was the only time his demeanor was cordial and encouraging.  Throughout the previous two months he had prodded and pushed every cadet, excoriating them to constantly improve at whatever the task-at-hand was.

My Captain congratulated me on being selected as the OCE and counseled that if I maintained my focus and discipline I could have a distinguishing military career.   I was humbled and honored and I asked him what were the determining factors in my selection.  My FC recounted my hard work, outstanding physical and academic marks, and efforts to assist my fellow-cadets.  Finally he smiled as he confided, “ Cadet, although you had distinguished yourself throughout the Encampment so had other excellently performing cadets.  However, when you entered the Interview Room with a big piss stain on your pants and without excuse or hesitation confidently answered our questions we felt that you could be an officer who could rise-up above personal embarrassment and stress and effectively take-charge during times of crisis.  This is a quality most needed by our Officers.”

What is the Leadership Lesson here?

Effective leaders must not allow personal issues or stresses to cloud their judgment or derail them from taking courageous, timely, and decisive action – especially during times of uncertainty or crisis.

Recall any personal “shoulda, woulda, coulda’s” where personal stresses interfered with you taking courageous effective action.  With 20/20 hindsight estimate the potential ‘gains vs costs’ that might have resulted if you had acted on this Leadership principle.   My Dad advised that Courage lives by risk, including the risk of failure.  It is also the seed of expanded Insight, Growth, and Opportunity.

“Courage is being scared to death – and saddling up anyway.”

                                                                              –  John Wayne

PS – What I did not know when I was daily finishing first in the mile-run was that one FC had instructed his Flight to run as a unit.  Within his flight was a track star from a big California university.  On the last run of the encampment the FC had told him to take charge and win the run.  When this cadet flew by me, not knowing who he was, I figured that he would burn-out so I worked to stay as close as I could.  He finished the mile in 4 minutes 28 seconds – in black combat boots!  I finished in 5 minutes – and spent the next 20 throwing-up.