The Synonymous Relationship of Selfish and Selfless

Brothers,
Reflections on NCEA 2017 from an ROTC student delegate from the University of Alabama.  Well done, Class of '70!
SWI,
Barney

My name is Dylan DeFlorio, a Cadet at The University of Alabama.  Myself and the three others accompanying me had the privilege to speak with you a few times over the two days… with some insight you gave us that we will not forget.  NCEA compelled me to write up a short paper on what I took away form the conference, which I have attached below if you have any interest.  I primarily wanted to say thank you for all that you did to make the conference come together.  The three cadets from The University of Alabama and myself left NY with a lot of inspiration that we will be attempting to instill on the Cadets here.  We all wish you the very best in your remaining time at West Point!  

The Synonymous Relationship of Selfish and Selfless

Lessons Learned from the United States Military Academy’s 32nd National Conference for Ethics in America

By: CDT Dylan J. DeFlorio

The curiosity of the reader most likely lies with confusion over the title which—at first glance—doesn’t make much sense. I will elaborate further on why I chose this title, what it means, and how I believe it will help strengthen future Army leaders of character. First, it is important to understand the intent of the National Conference for Ethics in America (NCEA). The conference has been running for thirty-two years bringing together student and Cadet delegates representing various universities, institutions, and military academies. Assorted organizations send people they believe will engage in conversation and get to the root of various problems in today’s complex world. In order to call the conference a success, delegates must go the extra step to bring their conclusions back to their own circle of influence. Perhaps the biggest strength of NCEA is its combination of military and civilian speakers who are well respected in their own industries. The keynote speakers this year ranged from GEN (R) Raymond Odierno, 38th Chief of Staff of the Army to Mr. Rajiv Vinnakota who is the Executive Vice President of the Youth & Engagement division at the Aspen Institute. Others included retired General Officers, the former Under Secretary of the Army, CEOs, school teachers, and more. Together, the speakers provided their insights on why ethical conduct is necessary in every organization, how to implement it, and what the results are of professions founded around a code of ethics. The layout of NCEA was centered around small group discussions in-between speakers where delegates were provided the opportunity to communicate amongst each other and analyze what the speakers offered. The outcome resulted in an understanding of how delegates could implement it in their own environments.

It is important to first dissect where the NCEA fits into the Army’s standing mission of winning its nations wars. As technology increases, the United States military is able to lean on safer alternatives to unified land operations such as unmanned aircraft systems. Acquiring land via air assets and demonstrating the ability to have eyes on the enemy is necessary, but the efficacy of land power is irrefutable. The United States simply cannot occupy land without boots on the ground interacting with the local populous and conducting operations. In order to control land, the Army needs capable leaders in the tactical, operational, and strategic levels at war. Without robust leaders in every domain, the whole system fails. The NCEA is another tool to help develop those leaders who will one day be tasked with seizing, exploiting, and gaining the initiative or supporting the efforts to do so. If at any moment leaders make the decision to conduct themselves in an unethical manner, then forward progress is lost and shows the world that our morals and values as a nation are comprisable in a time or conflict. This was the other mission of NCEA; to understand the consequence of an Army not founded in ethics.

During his time as Chief of Staff of the Army, General Odierno tasked General David Perkins, head of the Army’s Training and Doctrine Command (TRADOC), to develop a new Army Operating Concept. He was entrusted with determining out how the Total Army would train and prepare for futuristic issues they may encounter. Perkins spearheaded the new concept in TRADOC PAM 525-3-1 “Win in a Complex World” which—for the first time—focuses on all three levels of war in order to operate in unknown environments. The foundation of the new concept lies with Army leaders. “Repetitive training combined with self-study, rigorous education in joint and Army institutions, and leader development in units ensures that Army forces thrive in chaotic environments... Leaders and Soldiers are committed to each other and the Army professional ethic. They remain resilient and preserve their moral character while operating in environments of persistent danger.” In order to build the future Army force and instill a new operating concept, it must first be founded with leaders of high character and professional ethic.

The National Conference for Ethics in America is a building block of how junior leaders can better understand ethics in an organization and why it is so imperative. Without developing an Army founded in a code of ethics, we are unable to improve other tenets and competencies necessary to the application of combat power. Unlike all other professions, when soldiers break their ethical code it not only reflects poorly on the United States Army, but it affects the entire country; a responsibility of the utmost magnitude. This begs the question, and bedrock of the NCEA: How do organizations build unity through selfless service and generate ethical leaders?

To begin answering that question, we must first examine the development of the individual. The 32nd Under Secretary of the Army and Congressman Patrick Murphy, offered a very simple question before speaking further on any other ethics-centered issues: “Who are you?” It is an incredibly simple question to ask college students hoping to make a difference in their environment, however it is a question that I believe is left unanswered for too many. I have found that when becoming indoctrinated with the Army telling us to be selfless servants, we overlook ourselves and hope to serve others before we learn to first serve ourselves.

Nobody wants their reputation to reflect a selfish individual who is primarily concerned with themselves, however being selfish is arguably the first step in a long process to becoming a selfless servant. I find all too often—especially on a college campus with students trying to find their place in life—that we overlook the profound appreciation of ourselves necessary for success later as a servant. While time is one of the most valuable things we have, many do not dedicate time to understanding themselves, learning about their strengths and weaknesses, and understanding what they aspire to be. A list of attributes and competencies linked to an individual is simple to throw together. The execution of improving those attributes and competencies is where many fail. NCEA provided delegates with a copy of Len Marrella’s To Lead is to Serve which offers The Psychologist’s Approach as a concept for character development and what I believe should be a tenant in young students lives:

WATCH YOUR THOUGHTS

THEY BECOME YOUR WORDS

WATCH YOUR WORDS

THEY BECOME YOUR ACTIONS

WATCH YOUR ACTIONS

THEY BECOME YOUR HABITS

WATCH YOUR HABITS

THEY BECOME YOUR CHARACTER

WATCH YOUR CHARACTER

IT BECOMES YOUR DESTINY

As a small case study of a man who understands the necessity of selfishness before selfless service, we can look at NCEA speaker Mr. Vinnakota. His story was profound, where he was working in a very well-paying job right after college, on his way to what most would consider a successful career. He had done everything for his self- development such as getting an education from Princeton in molecular biology coupled with a certificate of studies from the Woodrow Wilson School of Public Policy. He had a strong sense of his values but recognized his job did not provide him with the sense of gratification he had hoped for in life. Mr. Vinnakota resigned from his job and started The SEED Foundation; a preparatory boarding school for the urban youth. He was able to take kids who were likely turn to gangs or drugs and put them in a positive environment that resulted in ninety percent of students going on to enroll in college. He was able to create an environment where students could find themselves as individuals without outside distractions and go on to be very successful. The point to this case study is not the success of his foundation, or his career prior. If we look at Mr. Vinnakota’s character and career path it is apparent that he followed the “me first, others later” approach to his life. He did everything he possibly could to become a virtuous character, highly educate himself, and found a reputable name for himself. After he became as well-rounded as possible, he was able to put his focus onto others. What he was able to do with the SEED Foundation arguably could not have been done without the knowledge and experience he had gained when his focus lied on himself.

Selfish and Selflessness are technically antonyms, however with respect to leader development this is not the case. Each individual must be selfish with their time and take the necessary steps to developing their values and aspirations. When we learn to take care of ourselves, we too like Mr. Vinnakota will have the foundation to become selfless servants one day. It is necessary to remember that the more we develop ourselves, the more we will be able to serve selflessly one day. Durable ethical foundations leaders build before commissioning will result in favorable decisions when asked to make strategic decisions as General Officers involving an ethical dilemma. The failure to do so can result in what is known as “The Bathsheba Syndrome”, or the ethical failure of successful leaders. All too often we see our nation’s highest CEOs and military leaders compromise their ethics and make unacceptable decisions. It is no surprise that almost every time this happens; it makes national news. When the time comes as Army leaders, we will have a capable and reinforced ethical attractiveness which will influence others and toughen the institution. A virtuous individual unified with others willing to serve will lead to a strong trust amongst Army leaders and the nation. That trust between leaders of character will help maintain the high level of ethical conduct necessary to such a unique profession as the United States Army. Only then will we be able to win in a complex world.

As mentioned before, it would be a gross failure of NCEA delegates to not bring back their conclusions to their respective universities. At the University of Alabama Army ROTC program, we have the honor of continuing a legacy of excellence left from past Cadets. The future success of the Crimson Tide Battalion rest with our ability to teach Cadets a healthy balance of selfish and selfless. Perhaps the biggest selfish act any Cadet does is focus on their schoolwork; and rightfully so. Developmental counseling’s should begin to focus more on the individual’s lifestyle and aspirations they may have. When targeting where they want to be in five, ten, and twenty years it will be easier for current leadership in the Battalion to help them understand when to focus on themselves, and when to focus on improving the organization. To be clear, various details and color guard events is helpful, but not what leaders should praise as selfless service. After all, holding the flag at a sporting event honors the country, but it is the sports team thanking us for our selfless service, not the Battalion doing them a selfless service. As an organization we must first begin with showing the younger Cadets the passion we have as leaders. Once they understand why we are motivated to give back, they will naturally find new ways they can help. Understanding how and when to teach Cadets to be selfish is the harder of the two tasks. If we go too far and don’t explain the need for selfish development the right way, it may be taken too far. If we preach too much selflessness, then the foundation of their characters will not be tough enough. Crimson Tide Battalion leaders must refine their teaching style to adjust to each individual, in turn building a commissioning source for ethical leaders of character.