In early 2022, I found myself in the Eisenhower Auditorium at Fort Leavenworth, Kansas, captivated as then-Army Chief of Staff Gen. James McConville shared his philosophy of “People First” with the members of my Battalion and Brigade Pre-Command Course. People First was all about emphasizing the U.S. Army’s greatest strength—its people.
However, as I absorbed his words, I couldn’t help but ponder whether this message had permeated through the ranks.
The Army’s People First philosophy is a powerful declaration of the institution’s commitment to its personnel. However, there is a palpable disconnect when soldiers observe their commanders being directed to manage rather than lead. This discrepancy between the philosophy and the reality on the ground can lead to a sense of disillusionment among the ranks. Army leaders know this is the case.
Metrics Mania
In April 2022, now-retired Lt. Gen. Jody Daniels, then-chief of the U.S. Army Reserve and commanding general of U.S. Army Reserve Command, published a paper titled “Changing Culture: Moving from Metrics to Readiness.” In her paper, published online by Army Reserve Command, Daniels identified detrimental behaviors among leaders and described methods for leaders to drive culture and focus on people. She addressed metrics—things like whether soldiers attended an annual physical or a dental checkup, go to their next military school, updated their life insurance and beneficiaries, and much more.
“This hyper-focus on achieving … metrics is distracting from what really matters: recruiting, developing, and retaining cohesive teams and units that are highly trained, disciplined, and fit to accomplish their wartime mission,” Daniels wrote.
Within the past two years, I have witnessed battalion commanders receive poor ratings due to perceived failures to achieve metrics.
Units continue to focus on fixing metrics. Meetings occur yet serve no purpose but to waste the time of many. The crux of the issue lies in the leadership development paradigm, which inadvertently prioritizes management skills over leadership qualities.
Over the past 20 years, leaders have gained access to extensive data that allows them to examine each soldier’s record in detail. This availability has led to micromanagement while cutting out the layers of leadership between themselves and the individual. This approach cultivated a generation of commanders who are well versed in the mechanics of management but may lack the depth of leadership to truly put people first.
Different Approach
During my command of the 367th Engineer Battalion, an Army Reserve battalion located in Saint Joseph, Minnesota, I confronted this challenge head-on by fostering a culture that genuinely prioritized soldiers. This meant shifting focus from metrics and administrative tasks to the individuals who make up the battalion. It was about being present, building relationships and ensuring that every soldier felt valued and heard.
The strategies my leadership team and I implemented were aimed at challenging the prevailing management-focused mindset. This involved putting a stop to damaging practices like excessive metric evaluations, unproductive meetings and inflexible time and attendance regulations.
Instead, we fostered a supportive culture through actions such as sending personal notes for important life events, having leaders spend time in the field rather than only in headquarters, and encouraging open communication. Our culture maintained strong ties to Army traditions and provided a sense of purpose for soldiers through events like formal dinners, battalion change-of-command ceremonies with inspections and pass in review, as well as simple gestures like unit shirts and other keepsakes. These efforts were part of a deliberate initiative to show that our soldiers were more than just numbers.
Positive Results
The approach yielded significant positive outcomes. There was a substantial increase in retention, with over 80% of eligible soldiers reenlisting, up from fewer than 40%. Soldiers felt more comfortable coming forward with their struggles.
The command climate improved markedly, with nearly every measure increasing by double-digit percentages and some even surpassing 30%. For example, positive morale increased by 32%, while work-life balance increased by 29%. These achievements underscore the effectiveness of leadership that prioritizes the well-being of its people.
In the Army Reserve, leadership faces unique challenges due to geographically dispersed units and limited time with soldiers. For example, the 367th Engineer Battalion’s units are spread across 11 locations in four states. There are 39 days per year to carefully prioritize, plan and execute time with soldiers, unlike active-duty leaders have. Additionally, Reserve commanders shoulder added responsibilities for recruiting and retention, necessitating a more nuanced leadership approach.
While these constraints may exacerbate existing issues, combating them will require increased duty days and travel funding. I had over 215 duty days in two years and covered over 21,500 miles. As the Army demands more from battalion commanders, leaders must invest in their success even though these challenges may make it harder to attract new leaders. This investment will be crucial for the Army’s long-term success.
Going All-In
The Army Reserve must embrace this People First philosophy in a more meaningful way. It is not enough to simply espouse the words; we must embody it through actions and leadership style. The Army must develop leaders who are equipped to inspire, guide and support their soldiers; leaders who understand the strength of the service lies in its people. Harkening back to the statements by McConville and Daniels, if we aim for long-term success, we must build strong, cohesive teams through a focus on people.
The journey of the 367th Engineer Battalion under my command serves as a case study for potential transformation within the Army Reserve. It is a clear indication that when we align our leadership practices with the People First philosophy, we can achieve remarkable results that resonate with soldiers and contribute to the long-term success of the Army.
I hope I have inspired a renewed focus on leadership development that truly puts people first, fostering an environment in which soldiers can thrive and feel genuinely valued.
Lt. Col. Kyle Lundequam, U.S. Army Reserve, is the inspector general for the 412th Theater Engineer Command, Vicksburg, Mississippi. Previously, he commanded the 367th Engineer Battalion, Saint Joseph, Minnesota. He deployed to Iraq, Afghanistan and Syria. He holds a doctorate in strategic leadership from Liberty University, Virginia.