What do the measurement of items on uniforms have to do with discipline? Everything!!!

From the desk of CSM Thompson?

Good morning and it’s time for another one of my periodic leadership rants.?

I am sure some of you are wondering why there is a picture of a Marine Corps uniform shirt associated with this rant. Well, there is a good reason, and it has to do with the officer in the other picture, General Eric Smith, the 39th Commandant of the United States Marine Corps.??

On February 14, 2023, General Smith, then Assistant Commandant of the Marine Corps, gave a speech at the WEST Conference. In that speech, he discussed the reason for measurements of items on the USMC uniform, specifically ribbons on their Service Uniforms.??

General Smith stated, “There’s a reason that ribbons are an eighth of an inch up. Y’all know why ribbons in the Marine Corps are worn 1/8 of an inch up? Exactly 1/8 of an inch. Who knows why?” He answered his own question by saying, “Because we made that up.”?

He goes on to explain “The reason we made that up is to give you something to focus on. Right, because adherence, rigid and ruthless adherence to standards, like NATOPS for pilots is required to be taught every single day. It’s not a harassment or hazing package. It’s 1/8 of an inch up and centered because when I tell you to set your machine gun on a 272-degree magnetic principal direction of fire, it doesn’t mean 273, it means 272. If your final attack heading is 175 magnetic, it doesn’t mean 176, it means 175. So, it’s the rigid, ruthless adherence to discipline and taking care of our people. Retaining them. These are adults, they stepped up to join. Treat them like adults. That is the key.”? He finished his comment by saying, “It is about discipline.”?

If you notice, the General used two words that should be part of every leader’s fiber. Those two words are standards and discipline. Standards and discipline are what make a military organization, or any organization successful. Adherence to standards and the exercise of discipline is what makes a professional organization.? Discipline has appeared many times in past leadership rants. As a matter of fact, the rant from 23 March 2023 was dedicated to exploring and explaining discipline as it relates to leadership. Since discipline has been covered in depth, let’s look at standards.??

As NCOs, we are responsible for ensuring that policies and procedures are followed. We are also responsible for enforcing standards. Adherence to standards and enforcement of those same standards are the hallmark of a professional organization. Army Doctrine Reference Publication (ARDP) 6-22 states “NCO leaders are responsible for setting and maintaining high-quality standards and discipline. They are standard-bearers and role models critical to training, educating, and developing subordinates. NCOs are accountable for caring for Soldiers and setting the example for them.”??

On 3 June 2024, I sent an email out to the NCOs assigned to leadership positions on Operation Lone Star. The first line of that email was “BLUF: Professionalism is paramount. The Texas State Guard will always display professional appearance and military bearing.”??

While the email was sent to personnel on OLS, it is true for every NCO in the Texas State Guard. As NCOs, we are responsible for ensuring all enlisted, Warrant Officers and Commissioned Officers are aware of and adhere to the standards. NCOs are role models. We are the ones that should always know what right looks like. But it is more than that. We need to show what right looks like as well. That was part of the deal we made when we pinned on the stripes.?

The 11 Principles of Leadership admonishes us to “set the example”. Before we can enforce a standard, we must be within those standards. For this to happen, we need to know the standards. Whether it is uniform wear, grooming standards, or anything else, we need to have an intimate knowledge of the standards and keep up with any changes that may happen.? By enforcing standards, we are in line with this principle of leadership because we set the example.??

When I was a young Civil Air Patrol Cadet NCO, I was getting ready for a meeting. I was excited because I had been appointed flight sergeant, and this meeting was the first time I was going to inspect the troops. My father came into my room and looked at my uniform and shook his head. He quietly said, “You can't inspect anyone until you are sure your uniform is flawless.” He then turned around walked out. I looked in the mirror and saw that there were a few wrinkles, a couple of strings on my name tapes, my gig line was off and my boots could have been shined better. I immediately took off my uniform and corrected all the deficiencies I noted. From that moment on, I started to go over my uniform with a fine-tooth comb, before and after I put it on. I want to ensure my uniform is as close to perfect as I could make it. If I told someone they had a uniform infraction and my uniform looked like garbage, I would be a hypocrite. It would also be telling them that I could be out of standards and get away with it, but they could not. Even now, over 45 years later, I spend at least 10 to 15 minutes ensuring my uniform and grooming look right before I step in front of anyone. This was an early lesson for me in how leaders set the example.?

The 11 Principles of Leadership also says to “know our people and look out for their welfare.” The NCO Creed states that “my two basic responsibilities will always be uppermost in my mind- accomplishment of my mission and the welfare of my Soldiers.” We achieve both by ensuring our troops are adhering to policy. If you have a Service Member that is always within policy, it not only keeps them out of trouble, but it shows leadership that they have the presence of mind to take care of those small, seemingly insignificant things. This leads to the troop being recognized in a positive manner and raises their self-esteem. It also positively affects their welfare in the form of awards and timely promotions. Conversely, if you allow someone to slip past with a haircut that is out of regulations, or a uniform that looks like they just pulled it out of a laundry bag, they will continue to skirt the standards and that will bring them to the attention of leadership in a way that they do not want.??

When it comes to making corrections, ensure they are being done the right way. The NCO Creed says that when recommending or assigning rewards and punishments, we will be fair and impartial. We cannot let personal relationships, animosity or "group think" influence our decisions.?When dealing with personnel issues, friendships, personality conflicts or outside influence have no bearing on your decisions. The facts must be weighed, and decisions made based on logic. Bottom line is that the decision-making process is based on facts and not feelings. KEEP YOUR EGO OUT OF IT!!!!! Your job as a supervisor and a leader is to remain impartial. It is imperative that standards and policies be enforced consistently and without favoritism. You cannot let someone get away with a violation because they are your friend while you hammer someone you don't like for the same violation. Conducting business in this manner is unethical and violates the NCO Creed.?

By enforcing standards, we are allowing officers to have “maximum time to accomplish their duties”, which is another part of the NCO Creed. If our troops are adhering to the standards, there are fewer issues need to be brought to the officers' attention. Remember, uniforms, haircuts, facial hair and even height/weight issues are NCO business. We conduct the inspections and make corrections as necessary. When you see something that is wrong, and an on the spot correction is necessary, do it immediately. Do not wait until an hour later to talk to the troop about standing around outside with his hands in his pockets. An on the spot correction is not effective if you let time pass between the improper behavior and the corrective action. Also, when making on the spot corrections, ensure you are doing it in the appropriate manner. A 5 minute lecture is not the right way to deal with someone who was walking through a parking lot without a cover. It can be done simply by reminding them of the regulations. If it is necessary to involve an officer in a disciplinary action, the NCO should already have a course of action in mind to recommend to them.??

Another piece of advice my father gave me that has helped me in my leadership journey was, “Take care of the small things, and the big things take care of themselves.” This is true. When you ensure that troops are adhering to uniform and grooming standards, they take it into other things such as readiness and mission achievement. They take pride in what they do because they look good when they do it. It’s a simple but effective tool.? This allows the officers to deal with “officer business” and not have to get involved with the business of training and motivating troops, which is NCO business.??

We are NCOs. When we became Non-Commissioned Officers, we took on the mantle of leadership and the responsibility to ensure the accomplishment of the mission and the development of those personnel we are assigned to lead. By accepting the rank each of us agreed to become the gatekeeper for the professionalism of the organization. The NCO tradition goes back thousands of years. In the armies of the past there have always been those that motivate and discipline the troops in the line unit. In the Roman Legions, for example, 10 solders made up a Contubernium, The Contubernium was led by a Decanus, who acted as the sergeant. It was the duty of the Decanus to ensure troop readiness, morale and when necessary, carry out discipline. Today’s Non-Commissioned Officers are modern day incarnations of those ancient soldiers. While tactics and methods have changed with time, the duty remains the same. When a mission changes or a new policy comes out, we step up to ensure compliance with whatever those parameters are. We ensure the troops are ready to carry out the commander's intent and ensure mission success. This is the same job the Decanus of the Roman Legions did.??

To enforce the standards, one must first know what those standards are. Leaders should have access to copies of all current regulations, policies, directives, and pamphlets that they may have to enforce. This does not mean having every one of them committed to memory or carrying around 3 ring binders full of paper. In the digital age they are all available online. Leaders should be able to access them quickly when a question comes up. Whether it is what uniform is authorized at a certain time (AR 670-1 or DAPAM 670-1) or how many steps a minute a Service Member takes while marching at quick time (FM 3-21.5), we can’t know everything. But we can find the answer quickly through modern technology, just make sure they are the most current versions.??

Toward the beginning of this rant, I said that General Smith used two words that should be part of every leader’s fiber. Those words are “standards” and “discipline.” We have spent a lot of time in this rant covering standards and the importance of enforcing them.? Let’s look at how enforcement of standards goes into discipline.??

Discipline in a military organization is based on pride in the profession, attention to detail, and mutual respect and confidence. The enforcement of standards builds trust, unit cohesion and mission readiness. All these things are interrelated. By enforcing standards, discipline is generated which leads to pride in the organization. Pride in the organization builds trust in the leadership of the unit, which increases cohesion. A cohesive unit that trusts leadership will have increased mission readiness and achieve mission success.?

Retired U.S. Army Lieutenant General Sean McFarland was on Jocko Podcast #439. One of the things he spoke of was his time as the commander of the 1st Brigade Combat Team of the 1st Armored Division “Ready First" in the battle of Ramadi, Iraq in 2006. This was a transitional period when the coalition forces were shifting from a conventional war to counterinsurgency. This was a major warfighting change. It took a while for the brass to figure how to adjust tactics to fight this new type of war. General McFarland said, “There were disciplined troops on the ground with NCOs who were enforcing standards to make sure we held it together until we officers figured out what the hell we wanted do.” Discipline and standards, those two words come up again. General McFarland used the exact same two words that General Smith used. A year apart in completely different settings two top military leaders said that the enforcement of standards leads to disciplined troops.???

So how does one enforce standards and discipline? Here are some tips. First, make sure standards are clear, measurable, meaningful, and achievable. Second, consistently hold people accountable. When holding people accountable to those standards, start with yourself. Third, encourage everyone, including yourself, to exceed the standard. Remember the standard is a starting point. Fourth, use face-to-face coaching, counseling, and mentoring to help people develop the discipline necessary to exceed the standard. Finally, regularly review standards to ensure they are appropriate and feasible.??

So, the next time you have to get onto a troop about the unauthorized “ranger roll” in their patrol cap, or the red framed sunglasses with chromed out lenses (both violations of AR 670-1), remember what General Smith said about the rigid and ruthless adherence to standards. “It gives you something to focus on.”?

That brings me to the end of this leadership rant. I will end this rant the same way I end all of them, with that advice from my father: MISSION, MEMBERS, ME.?