Weaponized … Success
Richard “Caleb” Vaden
I live to inspire people to achieve their full potential! C-Suite Advisor ? Project & Program Manager ? Human Resources ? Change Management ? International Relations ? Learning & Development ? Keynote Speaker ? Author
Podcast (into to the article)
Video (intro to the article)
How leaders should address it
*This is a bit longer of an opening thought from what I normally provide; however, I believe it is necessary to adequately frame this article. This is an original article from 2021 that was inspired by a social media post that seemed one-sided to me, and it is something that Airmen (and maybe others) feel regarding their performance evaluations etc.
**This opening thought is actually a social media post from, whom I received permission to utilize as a reference for this article. This is Air Force specific; however, I will address it from a perspective that I hope spans all functional areas/disciplines.
*** Read through the original post (article) first, then the “Main Point(s)” will be a breakdown of each area, followed by some summarizing thoughts.
Opening Thoughts from the Social Media Post
“What do I mean by weaponized success? A few things— firstly and most dangerously taking your top performers and constantly expecting more from them. Wringing out every single last drop of motivation and dedication from them before you toss them aside with a remark like, ‘you really had a dip in performance this year.’
We should all get an off year or two or three. But weaponized success from the mouths of our mentors [tells] us that taking time for our mental health or our families and hell- JUST TO BREATHE is detrimental to our careers.
Next- the phrase: ‘Don’t let your foot off the gas’
You have to. YOU. HAVE. TO. If we’re going to use car references to illustrate successful people, I’m really not here for it- but fine. When I used to open road race with my brother, we drove a 40 mile stretch of Texas highway in the 130 class. Our tech speed or the max speed we could go was 167. Open road racing is a time trial. How fast could you go 40 miles if you drove a consistent 130.0 mph the entire time? 18:28, okay now we have the goal.
But the road isn’t a straight line with [the] perfect pavement. The road is a west Texas shithole and winds through the outskirts of Big Bend. Sometimes you’re cruising those curves at 75-80 mph. Sometimes you know a big dip is coming up and if you don’t want that Camaro airborne— YOU BETTER TAKE YOUR FOOT OFF THE GAS.
[Oh,] you’ll make up the speed— there’s freshly paved asphalt in a straight line for 4 miles and you can crank that V8 up to your tech speed and make up the time. Those are your deployments, those times when you can give 100% of yourself to the Air Force. Those shops where it’s good Airmen and even better leaders and baby- we’re rocking at 167 mph. But it’s not sustainable— you’ll blow an engine, you gotta slow down for the next turn, a 100 million different reasons that sometimes you just have to slow down so you can finish. the. race.
And finally— thinking that every NCO/SNCO should or does want to be a Chief. I have said it once and I will say it until they pull my crusty boots off my hobbit feet: I just want to be a MSgt and take care of Airmen. There isn’t one job you could task me with that I wouldn’t do if it meant taking care of my Airmen. Weaponized success is telling SNCOs that they have to work themselves into a frothing frenzy to make the next rank. Step on that MSgt you work with- don’t you want to get stratted? Take time away from your family, from yourself in order to lead the Top 3– or you won’t win that award. Nah fam, I’m trying to watch my babies grow up (because it’s already going too fast) and when I retire in 5 years— I want to still be married when I do it.
Stop letting weaponized success be the status quo. You’re breaking your SNCOs and you’re poisoning the next generation who are NCOs right now and faced with their own Hunger Games.
Take care of yourselves y’all- love your people and whatever your tech speed is today in your race: you’re right on time.
Main Thought(s):
Reading through this article, after it was posted on social media; I recognized that there was a lot of truth in the article. It also read (to me anyway) like the author was real, raw, and writing from experience. Family, this is sad. It is sad on multiple levels, but mainly because a human was hurt. Honestly, there have been many humans that have been hurt in this way, and it is our job, duty, responsibility and calling to prevent things like this.
But “So what, right?” What are we, as leaders, going to do about it? Are we just going to read it and move on; or are we going to lean in, listen, and learn from this post? I challenge us all to go section by section to evaluate if there is anything that we can or should do differently in order to stop and/or prevent situations like this from occurring.
For one thing, leaders provide feedback, see “(1) Providing Feedback Doesn't Have To Be Complicated | LinkedIn” and manage expectations! Too many times I have seen leaders/managers say to their direct reports,
“Oh, you are OK, just keep doing what you are doing!”
Or, they say
“You were really close this year, ‘they’ just did a little more than you this year.”
Those are usually just lies because they do not have the ability or courage to tell you the truth. Just tell people the truth! Help them manage their own expectations, and 9 times out of 10, they won’t end up in a situation anywhere close to what we just saw from the social media post above.
*As stated earlier, this is really Air Force specific, so others will have to glean what they can by associating this with their organization structures and cultures.
“What do I mean by weaponized success? A few things— firstly and most dangerously taking your top performers and constantly expecting more from them. Wringing out every single last drop of motivation and dedication from them before you toss them aside with a remark like, ‘you really had a dip in performance this year.’
We should all get an off year or two or three. But weaponized success from the mouths of our mentors [tells] us that taking time for our mental health or our families and hell- JUST TO BREATHE is detrimental to our careers.
I am sure that most of us have experienced this before. What did you think when you read this? Did you think, “Well, that is life, suck it up?” Did you think to yourself, “Oh yeah, I bet this person did something wrong, got some feedback that they didn’t like, and are now complaining (maybe even whining)?” Or, did you think, “Wow, I think I may have made some of my direct reports feel this way?”
If we are honest with ourselves (depending on your current rank/hierarchy in your organization, and/or your experience) then you have most likely seen, heard, and maybe even said this very statement. Why is it that leaders expect so much out of their high performers?
I believe it is because the top performers are the “easy button”. Let’s be honest, when stuff needs to get done, we turn to those who get it done! Just like in sports, the coach always wants the “clutch” athlete/player/person to be in the position that will most likely determine the final outcome. This is no different. However, leaders MUST ensure that they do not take advantage of their star performers, and over tasking is a method of taking advantage of people.
On the other hand, top performers will become upset/disgruntled when they are not chosen for a task. They feel betrayed and or like they are no longer the “go-to” person. Let’s also be honest about something else here, top performers want to be seen as “clutch” and always want the opportunity of first refusal. It is the leader’s job to ensure that communication is occurring and that they are intentionally shifting some of the opportunities/responsibilities to others on the team.
To the original author’s reference about “a dip in performance” yes, there will undoubtedly be a “dip in performance” if the leader keeps going to the same well. There is also this thing called life, and humans all experience life slightly different. Sometimes people need to take a pause, break or adjustment in their primary responsibilities in order to focus on other life situations. However, if someone must take this pause, they must also understand that there may be others on the team that do not need to or have to take that same pause.
Yes, in a race, you can take a break; however, others that don’t need that break will have the opportunity to pass you. That doesn’t mean that you shouldn’t take the break, and it certainly doesn’t mean you need to be punished for taking a break; it just means that you will probably get passed. Is it fair to hold someone else back, or slow them down for someone else?
I have seen this play out pretty badly when there is a lack of communication and both the supervisor, and the direct report think that something is going to automatically occur. Then both (mostly the direct report) is left baffled on why they are now not in the lead position of the race anymore (after they’ve taken a break); and the supervisor is baffled that the direct report didn’t already understand and expect this.
I really think what the author of the post is getting after with, is the fact that the top performers are used, abused and then tossed aside when they are no longer any good. If the leader, manager or coach is communicating with their teammates, understands their life situation/position, then there is a lower probability that a team member ends up with the resentment displayed in the post.
I don’t think that anyone realistically believes that you can take 1-3 years off and remain competitive for promotion against people that aren’t taking that same 1-3 years off. Also, it is ok to take that amount off. You won’t get kicked out / fired for slowing down. (Now, if you don’t show up for work, that is completely different; we are talking about slowing down to recover, not quitting.)
Bottom Line: Communicate and help the team manage expectations. I’m not saying that leaders can’t posture their team in a way where people can take a break and somehow remain “in the race” but if not, then help manage expectations. Never tell or expect teammates to just grind through it or get left behind. That sends the wrong message. It may slow their promotions down a little if their peers aren’t slowing down, but that doesn’t mean they aren’t valued members of the team. They still have a place at the table!
Next- the phrase: ‘Don’t let your foot off the gas’
In my experience, this phrase is misunderstood a lot, and leaders really should explain it better than just leaving it as the phrase listed above. What leaders really mean, is you can slow down, but you will be passed. Sometimes leaders don’t explain simply because they think the direct report already knows what they mean; and sometimes they just may lack the courage to have a tough conversation that may hurt someone’s feelings. Leaders, we do not get a pass on this one; we must explain this versus just saying and assuming others will know/understand us.
You have to. YOU. HAVE. TO. If we’re going to use car references to illustrate successful people, I’m really not here for it- but fine. When I used to open road race with my brother, we drove a 40 mile stretch of Texas highway in the 130 class. Our tech speed or the max speed we could go was 167. Open road racing is a time trial. How fast could you go 40 miles if you drove a consistent 130.0 mph the entire time? 18:28, okay now we have the goal.
But the road isn’t a straight line with [the] perfect pavement. The road is a west Texas shithole and winds through the outskirts of Big Bend. Sometimes you’re cruising those curves at 75-80 mph. Sometimes you know a big dip is coming up and if you don’t want that Camaro airborne— YOU BETTER TAKE YOUR FOOT OFF THE GAS.
[Oh,] you’ll make up the speed— there’s freshly paved asphalt in a straight line for 4 miles and you can crank that V8 up to your tech speed and make up the time. Those are your deployments, those times when you can give 100% of yourself to the Air Force. Those shops where it’s good Airmen and even better leaders and baby- we’re rocking at 167 mph. But it’s not sustainable— you’ll blow an engine, you gotta slow down for the next turn, a 100 million different reasons that sometimes you just have to slow down so you can finish. the. race.
I’m not a car racer of any sort; however, this analogy does make sense to me. I addressed this above, when I stated that it may slow your promotion/progress down a little. Yes, you may have to slow down, but that doesn’t mean everyone has too. The problem with this overall analogy is that it assumes that everyone is on the same path (life/career journey) like the same way all racers would have to use this same road (for their race).
This a controlled example since all of the racers are on the same road. Our lives just aren’t that simple (I don’t mean to imply road racing is simple, I’m positive it is not). I agree with the author of the post that most people can’t sustain a crazy high pace (some can though, even when everyone tells them they shouldn’t).
This circles back to communication. Especially since everyone’s path is a little different, it is imperative that the communication channels stay open. Leaders must create the environment where people feel comfortable approaching us and communicating with us. We can’t possibly see all of the potential pitfalls for our teammates; however, if we are approachable, then they will be more likely to share with us what their challenges are.
If you feel like you are pushing those corners a little too fast and that you are about to lose control, then you have to speak up. Don’t assume that your supervisor knows exactly what you are feeling or going through. The good ones will see / know a lot, but they still won’t see / know everything.
And finally— thinking that every NCO/SNCO should or does want to be a Chief. I have said it once and I will say it until they pull my crusty boots off my hobbit feet: I just want to be a MSgt and take care of Airmen. There isn’t one job you could task me with that I wouldn’t do if it meant taking care of my Airmen. Weaponized success is telling SNCOs that they have to work themselves into a frothing frenzy to make the next rank. Step on that MSgt you work with- don’t you want to get stratted? Take time away from your family, from yourself in order to lead the Top 3– or you won’t win that award. Nah fam, I’m trying to watch my babies grow up (because it’s already going too fast) and when I retire in 5 years— I want to still be married when I do it.
Admittedly, there is a lot going on in this portion of the post. It may be confusing to some, as it seems to be contradictory “just want to be a MSgt” and then the next line is referencing making rank. However, I believe that this is just the raw emotion that the author was experiencing when they wrote this segment.
Let’s break it down and apply it to what a leader should / shouldn’t be doing. First and foremost, it is perfectly fine for someone to be happy / content in their current grade!
I absolutely love it when our leaders / supervisors take care of our Airmen; however, (and I’m not saying that this is the case for this person) many people say that, but their actions are far from that. So, if you are out there with this mantra (and I hope you are) then make certain that you are actually doing that -Your video must match your audio!
Not everyone wants to be competitive for that next promotion. Not everyone should even be considered competitive, because they aren’t, so don’t waste other’s time by trying to force anyone into that mold. I know the post references Senior Master Sergeant / Chief Master Sergeant, and for our civilian audience, that is the top 2% & 1% of our enlisted force respectively; however, I’m sure that you can derive parallels to your organization’s structure.
Bottom Line: Leaders do not try and make everyone into something that they aren’t, and statistically speaking they won't achieve it. As leaders, we help people become the best versions of themselves, not the best versions of other people. Also, we should never encourage people to “step on anyone” for any reason, but especially not for self-gain!!
Lastly, we should never tell people to take time away from their family; however, we should clearly communicate with them and help them manage expectations, and they should 100% know that we can't say "sacrifice" and not actually sacrifice something. Life in general will require sacrifice for the things you value, just don't be upset at anyone when you chose to sacrifice for something that you desire.
*I tell people that there will be times when they will indeed have to make some choices / sacrifices…that is the way life is after all. Nothing in this life is free, and any lofty goal will come with sacrifices. I also tell them to discuss what this looks like with and for their family and friends. Everyone has to be on the same page!!
**I agree with the author; and when I retire, I want my family there too, as the rest will forget about me (us all) in a matter of brief moments. Having said that, I have taken steps where I set boundaries and expectations for myself, my family and my supervisors.
Not once have I ever felt like I needed to compromise on my personal values of (FAITH | FAMILY | SERVICE) to be competitive for promotion. All I ever did was my job / assigned mission to the best of my abilities and to take CARE of those around me…that simple!
For the direct reports:
Reference “taking a break in a race” from above. Also, you need to set boundaries. Never assume others will know those boundaries, unless you tell them. You must develop and lock in your personal core values and your “why” or “purpose” statement. You know, the reason that you believe you exist. Once you have these, you will be a lot better about managing your own expectations, what success looks like to you and an overall better / more fulfilled life.
Stop letting weaponized success be the status quo. You’re breaking your SNCOs and you’re poisoning the next generation who are NCOs right now and faced with their own Hunger Games.
Leaders, it is unacceptable for us to let this weaponized success mentality be the status quo. I haven’t seen this be the status quo in any unit I have been assigned too, but I understand how it could be. In my experience there are typically only a handful, ~5% that fall into this category. It is happening though, and we must stop it.
It wasn’t popular, but I addressed any of this philosophy before it even had a chance to take root and grow, when I sat down 1-1 with all of the SNCOs in a previous unit. I told them I was only the advisor to the CC and did not have the authority to strat or not strat*, but best believe that I would not recommend a strat to any SNCO that didn’t lead in their responsibility area FIRST (like not to be out and seen around base if your section is failing) belittled, stab any backs, and etc. I told them it also doesn’t help your chances if you are the first one in and last out each day at work. Just Ddo your job and take care of your people. The rest always works itself out.
*For my non-Air Force family, “stratification, aka strats” is how the AF delineates top performers. People with strats have a much higher probability of promoting compared to those without strats.
Set and keep the pace that works for you, you are on your own journey, not anyone else's!
So, now what!?
Mental health is serious and should be taken seriously. We can’t overwork our teammates and expect them to “be fine”, “suck it up” or any other phrase you can think of. We need to be honest with our team, coach them, listen to them, inspire them, understand them and communicate with them!
As much as you can, work people into their strength zones that align with their personal values and purpose. How many times have you heard or even said, “Focus on your weak zones to make them stronger?” Well, that is bad advice! Focus on your strength zones (I say about 95% of your time) to make them even stronger. Otherwise you will start to lose that which makes you, you. We are the way we are, and while you can slightly modify your core, I have yet to see anyone completely change who they are at their core. A lot of people say that they change, but just look at their actions…
Leaders, it is our responsibility to develop and coach future leaders. We are responsible for developing the future leaders of our nation’s Air Force (or insert your company here). The author of the original post alludes to leaders missing the mark, by mentioning our NCO corps with their own “hunger games”.
I dislike this phrase, but completely understand where it comes from. The promotion system may not be entirely the best, but it is our responsibility to create the right environment (fair and equitable). Why do our NCOs see it as the hunger games? Well, it is because we don’t ensure that it isn’t and / or we promote it as such.
I list some take-a-ways below, but here is the succinct version:
Leaders / Supervisors: CARE about your people, get to know them / their goals, give them feedback, treat them like humans, and help them with expectation management!
Direct Reports (ratees for my AF family): Communicate with your boss / leaders, who you really are*, what your goals are, when you need to take a break or seek out an “off ramp” …. be vocal, and never expect anything to be given to you. Read "The Airman's Field Manual” for more details on that last sentiment.
*Your boss / supervisor should initiate the conversation (just know a lot of bosses won’t) for you to share about who you really are.
Key Take-a-Ways:
Reflective Questions:
Strategic Human Resource Executive | Driving Excellence in Talent Management and Organizational Development
8 个月You and the social media poster are SO CORRECT on so many concepts here! No one can sustain 100% over a long period of time; we all need a chance to rest & reset. Thanks for sharing your thoughts and perspective. At the end of the day, people crave feedback and I've found them almost always willing to accept it.