Commander’s Vision and Inner Happiness:
How leaders accomplish missions while encouraging human development

by LTC Lance A. Betros

Army Field Manual 22-103, Leadership and Command at Senior Levels, defines "vision" as the "reference point against which leaders measure progress." The measurement comes in two areas:  the ability to accomplish military missions and the quality of subordinate leaders.  Commanders must envision an end state for the missions they receive and train the leaders to accomplish them.1

The doctrine has served us well, but it does not go far enough.  In addition to focusing on missions and leaders, commander’s vision must include the development of human resources — soldiers of every rank, family members, and civilians.  In broader terms, commanders must nurture the "inner happiness" of the people associated with their units as a pre-condition for organizational success. Unless those in senior positions understand the relationship between the mission and inner happiness, they will achieve their visions only with the greatest difficulty, if at all.

The Quest for Happiness

America’s Founding Fathers had a deep appreciation for the motivating forces of mankind.  People, they said, are driven by the quest for three unalienable rights — life, liberty and the pursuit of happiness.  Americans have done exceedingly well in achieving the first two, as today they are among the most secure and free people on earth.  But happiness remains as elusive as ever, perhaps because there are as many perceptions of what constitutes happiness as there are people to hold them.

All of us have met people who have achieved profound and enduring inner happiness.  They are at peace with themselves and their surroundings in good times and bad.  They are content with their lives and begrudge no one else’s good fortune.  Because they harbor neither jealousy nor ill will, they get along well with others and find fewer obstacles to success; moreover, they are a source of strength and positive example for others less satisfied with their circumstances.

As the level of misery in this world suggests, reaching inner happiness is far from easy.  It is not the result of a particular achievement, and it cannot come solely from power, prestige, wealth, or other such blessings.  The shattered personal lives of many of the rich and famous reflect the misplaced priorities of those who seek inner happiness through external preferment.

Achieving inner happiness is a deeply personal and continuous process.  It requires an individual to identify potential areas of long-term personal growth and to muster the discipline to progress in each of them.  It entails a commitment to self-improvement in ways that build body and mind, enhance interpersonal relationships, and develop a spiritual relationship with God.  Stephen R. Covey, author of The Seven Habits of Highly Effective People, calls this the "inside-out" approach — a "principle-centered, character-based" method of making fundamental changes in one’s life:

Inside out is ... a continuing process of renewal based on the natural laws that govern human growth and progress. It’s an upward spiral of growth that leads to progressively higher forms of responsible independence and effective interdependence.2

The self-improvement which is key to inner happiness comes principally in four areas:  physical, intellectual, emotional, and spiritual.  As a person evolves to a higher state in each area, the combined effects exceed the sum of the individual parts.  Each area overlaps and complements the others; the results are greater strength, stability, and serenity — that is, inner happiness — in one’s life.  Attaining happiness is a holistic effort, not a series of isolated accomplishments; a lifelong endeavor, not an end unto itself.

Military commanders who understand the importance of nurturing inner happiness — theirs and their subordinates’— are a step closer to turning their visions into reality.  Leaders are helpless without competent and committed people to accomplish the mission.  At every level of command are soldiers, civilians, and family members whose day-to-day activities, taken collectively, define success or failure.  Commanders with an expansive vision who neglect the well-being of the rank and file will frustrate themselves and those they lead.  They must nurture these resources by creating an environment that promotes inner happiness.

Happiness and leader effectiveness are closely related.  Every leader knows that soldiers who come from unhappy backgrounds pose the toughest leadership challenges.  Some of these soldiers are the victims of abuse and neglect; others have little self-esteem and self-confidence.  They lack direction, drifting aimlessly through life and becoming vulnerable to a multitude of negative influences.  Many of them never overcome their problems, despite the most caring leadership.  They disrupt training, distract the chain of command from the better soldiers, and degrade unit effectiveness.  Inevitably, they leave the Army with little to show for their time and effort.

The effects of human misery are everywhere apparent.  Personal problems, adjustment disorders, physical maladies, and other unhappy conditions are the principal forces behind the high attrition rate — currently thirty-seven percent — of first-term soldiers.  Of these, about forty percent leave during initial-entry training because of their inability to meet the service’s physical, mental, or emotional standards.  More troubling, however, is the fact that the remaining sixty percent drop out following their assignment to units in the field army. Commanders of such units, struggling daily to maintain combat readiness, are abundantly aware of the link between soldier happiness and unit effectiveness.3

Many of the first-term dropouts are disappointed by their failure, but they are cognizant of how much better their lives could be through a disciplined program of self-improvement.  The questionnaires that basic-training soldiers complete during the discharge process are revealing in this regard.  Though their responses betray the frustration of failure, there is near unanimity about the positive effects of training.  Many were impressed by their capacity for hard work.  One soldier declared, "I’ll never be lazy again," while another learned that "people can accomplish almost anything if they just put their mind to it."  Other soldiers spoke of internalizing core character values.  "I learned what dedication, discipline and motivation are," said one private, while another "overcame many of my own personal fears and learned that with teamwork anything is possible."4

Not surprising, the best soldiers are those who do not carry burdensome personal baggage.  They are people who have developed high self-esteem and set personal goals.  While they may not be happy in the holistic sense, they already possess the makings of such happiness.  There can be no doubt that as they begin the journey of self-improvement in basic training and continue it throughout their careers, they will become happier with themselves and be more valuable to the Army.  Physical, intellectual, emotional, and spiritual development is possible in every Army organization.  It is up to unit commanders to nurture this development through an expansive vision of human potential.  

The concept of inner happiness is in consonance with Chief of Staff of the Army,  GEN Dennis J. Reimer’s leadership philosophy on taking care of people.  He urges leaders to promote the human development of their subordinates as a means of strengthening the Army as an institution.

Every decision we make is a people issue.  An officer’s primary responsibility is to develop people and enable them to reach their full potential.  All our soldiers are volunteers.  They come from diverse backgrounds, but they all have goals they want to accomplish.  We must create an environment where they truly can be all they can be.  ... Many soldiers enlisted under this slogan, and we have a responsibility to assist them in developing mentally, physically, spiritually, and socially to fulfill their potential.5

Components of Inner Happiness

Of the four components of inner happiness — physical, intellectual, emotional, and         spiritual — physical well-being is the most quantifiable.  It is also the easiest to develop, particularly for people assigned to active duty units where physical training is a daily routine.  Anyone with the will to exercise and to develop healthy lifestyle habits can achieve it.

Physical well-being allows a person to enjoy life more by active participation in it. Those who have achieved an adequate level of fitness play hard and overcome more quickly the discomfort due to sickness and injury.  They are more independent, live longer, display self-confidence, and enjoy positive self-image.  Their appreciation of the benefits of healthy living makes them more conscious of safety in every activity.

Physically fit soldiers are better able to perform their military duties.  They can adapt to climatic extremes, fight through fatigue, and manage deprivation.  They possess the capacity to lead by example in situations requiring courage, physical and mental toughness, and exertion.  Field Manual 22-103 sums up these attributes under the heading of endurance — the ability to "maintain patience, sense of humor, and perspective while sharing the hardships and frustrations" of others in the unit.6  

Commanders can take many positive steps to encourage the physical development of their soldiers.  Besides the physical training programs which are part of every Army unit, they should establish policies and provide instruction on proper diet and healthy lifestyle choices.  They can insist, for example, that dining facilities offer low-fat alternatives to the standard chow-hall fare.  They should discourage the use of tobacco products and never subsidize the use of alcohol at official functions.  Additionally, they should make safety a high priority and incorporate risk assessments into every unit activity.

The second component of inner happiness, intellectual well-being, is the quality of being receptive to new knowledge for the purpose of expanding one’s mind.  It has little to do with high IQ and the ability to score well on tests, although people committed to improving in this area tend to do well in such measures of intelligence.  The intellectually fit enjoy life more because they understand it better.  They are interesting, well-rounded, and immune to boredom.  Moreover, they possess flexibility in responding to changing situations, such as a reassignment, new job, or retirement.

Pursuing intellectual well-being provides a host of benefits to the military professional.  It promotes the ability to analyze and solve problems and to put situations of life into broader context.  It improves the ability to communicate, both verbally and in writing, and is the key to developing technical expertise in one’s occupational specialty.

As soldiers progress in rank, intellectual qualities assume greater importance vis-à-vis the physical.  The infantry lieutenant who leads a platoon into battle early in his career later must be able to write reports and present briefings as a field-grade officer.  The intellectual burdens continue to mount with each new level of responsibility; accordingly, Field Manual 22-103 addresses the need for professional development throughout one’s military career.  The elements for sustaining a program of professional development include technical and tactical competence, historical perspective, professional reading, a familiarity with current events, and a progressive study of doctrine and training.7  

Pursuing intellectual advancement in any form is a healthy and worthwhile goal.  Commanders should encourage their soldiers (and civilians and family members) to stay intellectually active by enrolling in military and civilian schools, engaging in a professional reading program, and joining professional organizations.  The particular topic of study is less important than the fact that disciplined study is taking place.  Commanders should not worry if their soldiers enroll in courses unrelated to military requirements; on the contrary, they should encourage the exercise of the mind just as they insist on exercising the body.  The broad knowledge and perspective gained through a liberal education policy develops subordinates who are more capable, confident, and committed to the organization.

Emotional well-being, the third component of inner happiness, is the quality of being in control of one’s own emotions and having the capacity to constructively manage the emotions of others.  These people can handle stress, crisis, and disappointment in their lives and, not surprisingly, they are a source of strength for others who are less in control of their emotions.  They possess mental balance and equanimity that promote positive self-image and discourage the recourse to violent or abusive behavior.  Moreover, they have the humility necessary to admit mistakes and seek the advice of others.  This quality is a counterweight to the potentially corruptive effects of the power given to some leaders.

With an appreciation of the interpersonal forces at work in an organization, emotionally healthy people are natural team builders.  They understand the feelings of others and are effective intermediaries for resolving conflict.  They are sensitive to cultural and gender differences and therefore are less likely to deny equal opportunity or to engage in sexual harassment.  Finally, they recognize the consequences of their actions on others and avoid conduct that would alienate members of the group.

The most effective way commanders can influence the emotional well-being of their subordinates is to create a healthy command climate that honors the dignity of every member of the organization.  Personal example is paramount in this area since, over time, the unit will take on the personality of the leader.  A commander who avoids yelling, profanity, vulgarity, and other negative displays of emotionalism provides the clearest signal that such conduct is unacceptable; others in the organization will take notice and modify their behavior accordingly.  At the same time, encouraging professional interaction based on respect and consideration for others assists in building cohesive and effective units.

Another tool for nurturing emotional well-being is the family support group.  Regardless of unit type, the group offers an important means of disseminating information, helping family members in need, and having fun together.  In deployable units the groups have the obvious benefit of providing support and comfort while service members are away.  In training units, they offer ways of counteracting the stresses of long hours and trying conditions.  By making the workplace more family friendly for all soldiers, single and married, support groups harmonize the personal and professional lives of unit members and enhance interpersonal relationships.

The last component of inner happiness, spiritual well-being, is the most important of all.  It is the wellspring of moral principles and the force that gives ultimate meaning and perspective to life.  Only with a spiritual foundation can one’s conscience be fully formed with a firm sense of right and wrong; otherwise expedience, not conviction, provides the basis of moral standards.  Military leaders, whose authority rests on the trust and respect of their subordinates, must reject moral relativism and seek consistency by internalizing core values of a religion-based morality system.

Spiritually fit people are positive forces in society.  Having developed a meaningful relationship with God, they are likely to display compassion, care, empathy, and forgiveness, and to apply the Golden Rule.  They follow a moral compass that guides them in managing moral and ethical dilemmas.  Moreover, they tend to be emotionally strong because of their confidence in the power of God to help them through the crises of life.

Commanders promote spiritual growth among their subordinates in a variety of ways.  They should encourage the practice of monotheistic religion and provide personal example in living an upright life.  Through the chaplaincy they can offer religious retreats, marriage encounters, and prayer breakfasts, as well as scheduled religious services.  These and other related activities bring soldiers and family members closer to God and, in so doing, closer to each other. The effect on a unit can be only positive.  

The importance of unit ministry teams in achieving the commander’s vision cannot be overstated.  The chaplain and his assistant are uniquely positioned to resolve problems and influence lives because they have virtually unlimited access to unit personnel and are viewed as a "low-threat" alternative to the chain of command.  They should mingle freely with soldiers and participate in all training, deployments, social events, and other activities for the purpose of sharing in the physical, intellectual, and emotional experiences of the people they serve.  Once they do this — that is, once they earn the trust and confidence of their comrades — the possibilities for enriching the spiritual life of the unit are endless.  They can be a source of comfort and guidance for soldiers in spiritual need and a source of counsel for the commander.  They can impart a moral and spiritual dimension to every unit activity and help to create a "God-friendly" work environment.  In ways big and small, the unit ministry team can make God a "key and essential" member of the unit.

Stephen R. Covey, in The Seven Habits of Effective People, underscores the need for centering one’s life around moral principles.  These principles, described collectively as the "Character Ethic," include "integrity, humility, fidelity, temperance, courage, justice, patience, industry, simplicity, modesty, and the Golden Rule."  They are "natural laws in the human dimension" that are unchanging and which govern human effectiveness.  People achieve inner happiness only to the extent that "they learn and integrate these principles into their basic character."8

Covey is reluctant to associate the principles comprising the Character Ethic with a specific faith or religious teaching.  Instead, he says they are "part of most every major enduring religion, as well as enduring social philosophies and ethical systems."9  While Covey’s reticence in appearing to advocate a religion-based morality system is understandable given his desire to appeal to a broad readership, the principles he holds dear are at the foundation of virtually every monotheistic religion in the world today.  There may be commanders who subscribe to non-religious "social philosophies" or "ethical systems," but most of them will find religion to be the best means of imparting moral principles and encouraging the spiritual well-being of their subordinates.

Institutionalizing Happiness

Nurturing inner happiness starts with commander’s vision.  By developing human resources, commanders promote organizational success and influence people in positive ways.  Units may vary in type and mission, but all can benefit from an institutional commitment to the human growth of the soldiers, civilians, and family members associated them.

The reassessment of Army policies and practices following the Aberdeen sexual abuse scandal provides a timely example of need for vision in the area of human development.  At Fort Jackson, the Department of the Army Inspector General (DAIG) conducted an assessment of the Drill Sergeant School in February 1997 to determine if the selection process, curriculum, and local policies adequately prepare noncommissioned officers for the initial-entry environment.  While the inspectors noted several positive trends, they cited, among other things, the need to review the curriculum with an eye toward improving equal-opportunity and prevention-of-sexual-harassment training.

Given the DAIG mandate, senior leaders at Fort Jackson assembled a process-action team to begin the review.  The starting point for discussion was the question, "What are the qualities of a model drill sergeant and how can we impart them during training at the Drill Sergeant School?"  There were many good suggestions, but soon it was clear that the desired qualities of a drill sergeant — that is, qualities that would preclude equal opportunity and sexual harassment violations — could never be inculcated in the short time spent at the school.  

If a noncommissioned officer has not already internalized core moral and ethical values, as well as the emotional balance essential to working with trainees, the chances that he or she can do so at the Drill Sergeant School are slim.  The school can change very little of what years of experience and conditioning have imparted to the noncommissioned officers in attendance.  Probably the best it can do is to educate the drill sergeant candidates about standards of conduct and the consequences of violating them.  The equal opportunity training that is part of the curriculum no doubt heightens awareness of why certain behavior is wrong, but it does little to modify one’s value system.  Drill sergeants who have a history of pursuing base human instincts are at greater risk of behaving inappropriately, just as recruits who carry heavy emotional baggage to basic training are less likely to graduate.

The answer to the Army’s problem of sexual harassment, as well as related problems, is a long-term commitment to creating an institutional command climate, replicated in every subordinate organization, that encourages human growth physically, intellectually, emotionally, and spiritually.  Soldiers who spend years in such environments are more likely to internalize core moral and institutional values than those whose only exposure is in the schoolhouse.  The Army must strive to make the most of its human resources, to encourage inner happiness among soldiers of every rank.  People who devote themselves to self-improvement intuitively understand proper behavior.  More important, they have the morals and discipline to act accordingly.

Recognizing the importance of long-term conditioning in fashioning the "model" drill sergeant, the Fort Jackson process-action team recommended a program of physical, intellectual, emotional, and spiritual growth.  With the curriculum already heavily weighted with physical and intellectual activities, the recommended changes involved mostly the emotional and spiritual components of human happiness.  There were proposals for greater emphasis on stress management, team building, cultural and gender differences, conscience development, self-concept, and moral, ethical, and institutional values.  Significantly, the process-action team also advocated making humility an important part of the drill sergeant’s constellation of virtues.

More important, however, was the recommendation that the framework for nurturing inner happiness be adopted Armywide.  The process-action team members recognized that commanders who actively promote the physical, intellectual, emotional, and spiritual development of their subordinates will build strong, effective, and cohesive units.  Moreover, through training and long-term conditioning they will produce a pool of noncommissioned officers who will instinctively avoid the problems of sexual harassment and abuse.

Commander’s vision is the starting point for institutionalizing the process of nurturing inner happiness.  Statements of vision vary widely depending on the type, size, and mission of the unit, but the underlying need for promoting the inner happiness remains constant.

Shown below is an example of a vision statement taken from a basic-training battalion at Fort Jackson.  The first four expressions articulate an end state that is typical of many vision statements "around the Army."  The last one, however, is different because it conveys the commander’s commitment to promoting the inner happiness of unit members — something which never can be fully reached, but can be constantly pursued.

Battalion Commander’s Vision Statement

Commanders who nurture the inner happiness of the people associated with their units improve the likelihood of achieving their vision of organizational success.  But promoting happiness serves a far greater end than the accomplishment of military missions.  It provides leaders the opportunity to make a difference in the lives of every person they touch by developing them physically, intellectually, emotionally, and spiritually.  In the process, the Army and nation grow stronger.  It is difficult to imagine how leaders could contribute more.

ENDNOTES

1.  FM 22-103, Leadership and Command at Senior Levels, Department of the Army, 21 June 1987, p. 8.

2.  Stephen R. Covey, The Seven Bad Habits of Highly Effective People, Simon and Schuster, New York, 1989, pp. 42-3.

3.  Jim Tice, "Feel the Crunch," Army Times, 12 May 1997, pp. 12-16.

4.  Statements of anonymous soldiers in 1st Battalion, 34th Infantry Regiment, Fort Jackson, SC, discharged between February-April 1997.  

5.  GEN Dennis J. Reimer, "Leadership for the 21st Century:  Empowerment, Environment and the Golden Rule," Military Review, January-February 1997, pp. 48-9.

6.  FM 22-103, p.33.

7.  Ibid., p. 84.

8.  Covey, op. cit, pp. 18, 32.

9.  Ibid., p. 34.

LTC Lance A. Betros is the commander of 1st Battalion, 34th Infantry Regiment, Fort Jackson, SC.  He received a BS from the U.S. Military Academy and an MA and Ph.D. in American history from the University of North Carolina at Chapel Hill.  He has held a variety of command and staff positions in the Continental United States and the Federal Republic of Germany.