I joined the Army in 1982 as the
Army was reinventing and rebuilding itself from the post-Vietnam chaos. One of
the challenges we faced was creating a force that somehow represented American
society…demographically. Now as a private, this largely passed over my head. I
was most focused on keeping the sergeants happy and avoiding interaction with
officers altogether. Eventually I earned a commission, and this issue became
one of many that I worried about. Truthfully, it was fairly far down on the
list. Other items, maintenance, weapons qualification…and cleaning…, physical
fitness, and paperwork filled most of my days; however, this issue did have significant
impact on my world, namely as Equal Opportunity, normally referred to as EO.
The EO program and all its
subsidiary components was the Army’s plan to protect various minorities and to
ensure that the force better represented the American demographic as a whole.
For most of us, especially the white us, the EO program was fairly innocuous.
It did not influence our daily lives. As an officer, I interacted with the EO
program as a portion of the IG and other inspections. I also had an EO NCO in all
my units who helped me make sure that I treated everyone evenhandedly. Rarely,
I would have to answer an EO complaint. Fortunately for me, all those
complaints against me were unfounded, though the investigation process could be
intimidating. The Army used EO complaints and periodic EO briefings to help
educate and improve the force. Though these efforts were not perfect, they
helped us discard some old and rather bad habits. The EO program also
influenced promotions, and here is where many complained.
I was a young lieutenant when the
Soviet Union collapsed, and the cold war wound down. The Army went through a
series of reductions, shedding thousands of soldiers, NCOs, and officers. In
many ways it was a daunting time professionally. Many friends, excellent
officers and NCOs, found their careers cut short by the downsizing. In this
atmosphere it was quite easy to blame EO. Though I do not know the exact
mechanisms, I do have some knowledge of how the Army pursued creating a force
that was demographically aligned with the American population.
When the Army had a board for
promotion or retention, the board would first determine all those administratively
eligible for promotion. From that very large pool of highly qualified
individuals the Army would then develop an order of merit list. In some ways
this could be a bit arbitrary, but it was based on performance in general and
in certain key positions, company commander, platoon leader, and the like. Once
that list was created the Army would scrub it for demographic concerns. And
this is where things get a bit sticky. Is it fair to move someone down on the
order of merit list to elevate someone else based on race or gender? If we were
talking about elevating an unqualified or lessor qualified individual over a
more qualified one that would be problematic; but, such was not the case. The
Army started with a very large pool of highly qualified individuals and sought
to fill positions in a way that reflected our nation. Awaiting those board
results was nerve wracking, but that was part of the process. The result of all
those angst inducing machinations? The Army developed a highly professional force
that well represented our nation.
Sometimes when a board did not go
your way, which happened to me, the temptation would be great to blame the EO
process instead of your performance. The temptation to abandon cooperating and
helping peers was also great. In one battalion that I served in our commander
sensed a growing disunity and competition between the lieutenants. He gathered
us all into a room and gave us this bit of very good advice.
“Your fellow lieutenants are not
your competition. You are only competing against yourself. If you strive to be
the best officer that you can be and pull together as a team, then promotions and
retention will take care of themselves.”
It was excellent advice and helped build
teamwork in the unit. As I remember, all the lieutenants in that room made
captain and I knew several that made the exulted rank of colonel. But his true
point was to avoid blaming others for our own lackadaisical attitude towards
professionalism. This is the siren song of railing against EO, DEI, or any
other program designed to help make the workforce more representative.
Through its efforts the Army shed
its post-Vietnam problems and emerged as a force which valued professionalism,
afforded all members opportunities for advancement, and resembled the nation demographically.
Did it always work? No, no organization, plan, or program is perfect. Later
when I commanded a recruiting company, I learned even more about how this
worked.
As a recruiting company commander,
my professional career hung on meeting monthly enlistment goals. These goals varied
and were always hard to meet. While I met the raw numbers on a regular basis, I
only mission-boxed once, recruiting speak for meeting all the numbers and categories
assigned. I received regular reports on the demographics of my enlistees. The
number-crunchers at Fort Knox, USAREC HQ, measured my success against the
demographics of my company area. Truthfully, I never worried too much about the
exact demographics as I struggled to meet the raw numbers. But I did find the
data interesting. One area that I always failed in was enlisting wealthy white
males. Rich kids just are not that interested in a life of service. They have
many options. The Army understood the importance of a force that reflected the
nation as a whole and how that enhanced unit cohesion. DEI and its predecessor
EO worked to build a viable, vibrant, and strong organization.
We do best as an Army, an
organization, indeed as a nation when we strive to include all members of
society. This comes with challenges as there are members of our society that
find proximity to others uncomfortable. We all feel most relaxed around people who
are like us. Most of my friends look kind of like me…old white guys. But it is
those friends who think differently that add color and character to my life. And
so it was in the Army.
Though we all wore BDUs and “bled
green” as it were, our differences brought vitality to the organization. My comrades
from differing backgrounds brought different skills to the table. They often
had a different way of solving a given problem. We were better for our eclectic
character. I always found “Joint” (multi-service) and “Combined” (multi-national)
operations challenging and invigorating. It is the same in society.
We need not retreat from DEI and EO.
These programs do not solve all problems, but they are a step in the right
direction. Our country will thrive the most when people know that they are
evaluated on the content of their character and abilities and not some
arbitrary standard of sameness. All members of society have something to offer,
and we need to do our best to open doors for their participation.