The Truth Will Set You Free

Leaders must know their people. They need to understand what makes them tick and what makes them irritable. Leaders need to understand the normal disposition of those they trust in order to communicate effectively and get results. Additionally, leaders need to listen to their intuition when something seems off.

Post-COVID, I was planning our medical unit’s first major off-station training event. I had a lot of people on my team who were just as excited as I was to see this project through since the pandemic had resulted in the cancellation of many training and traveling events. One particular member, “Bob,” was especially eager to help.

Bob was the kind of morale-boosting, can-do NCO you would want on your team. Almost always jovial, Bob went out of his way to show junior members the ropes. He volunteered for special missions on short notice, and he had a way of conveying the importance of our medical training so everyone bought into it. He wore his heart on his sleeve and was happy to be part of the team. When I asked him if he wanted to be one of the drivers on the upcoming TDY, naturally, he said, “Of course, Ma’am. Whatever you need.”

Music to my ears.

Two weeks later, I told Bob that I would need a copy of his driver’s license since he would be driving a military vehicle. 

“Sure, thing. I’ll get that to you!” he assured me.

A week later, when I inquired again for his license, he told me that he forgot it at home. Slightly annoyed that he was driving without his license on his person, I told him I needed it as soon as possible. The following day, I swear I saw him actively avoid me in the hallway when he diverted his stride and went into the men’s bathroom.

My “Spidey” senses were heightened. So, I did what any self-respecting officer does when they suspect a member is acting suspicious….I did a Google search.

And there it was. Bob had recently been in trouble with the law that resulted in the loss of his driver’s license. Everything made sense. Now that I had this information, I had to quickly shift my attention from planning the training trip to that of adverse action. As a leader, you cannot have a blind eye when information comes to light that violates the values and regulations we enforce, even if it will negatively affect a person who generally means well. Some things are black and white. No matter who great an individual is, breaking the law is not something to be ignored or hidden. 

I consulted with the JAG. I then provided Bob’s commander with everything that I knew and what the legal office had mustered up from various public documents. The commander took over from there regarding reprimand and punishment.

Interestingly, Bob found himself at my door a few days after his incidents were revealed. He shared that he had a history of substance problems. He asked for help. My feelings quickly shifted from disappointed to sympathetic to empathy. I did what I could to get the resources needed to help Bob. Through intense collaboration with both military and civilian support, he owned up to his mistakes and accepted his punishments, to include a demotion. 

Bob worked hard to get his act together. He had to prove that he belonged on our team that values honesty and integrity. Shady acts would not be tolerated. Although his professional aspirations were put on perpetual pause, Bob still volunteered for missions and training events. He worked through his figurative self-flagellation stage and began to laugh more regularly some months later. 

Years later, Bob proved that his commander’s choice to rehabilitate him, versus discharge, was the right choice. Bob needed a chance to fail so that he could learn many things about himself, the team, and the standards of the military. Bob eventually earned his stripes back and has been working to promote healthy living to others ever since.