As the Executive Officer of a Marine training command, I was sometimes asked by one of the Navy Commanding Officers to conduct a Judge Advocate General (JAG) Manual investigation into sensitive matters. I was in the process of writing up my findings on a sexual harassment investigation when the female sailor who had reported the harassment came to my office to see me. She related that her newest roommate had only been on board for about a week was working at the barracks while waiting to start her class. On Friday, she had been assigned to accompany the Navy Chief Petty Officer doing the barracks inspection and the Barracks Petty Officer in Charge to write down the grades of each room and any discrepancies. When he came to her room, the Chief said to the barracks Petty Officer who was with them that this was the room of the b**** who had reported Chief Smith (not the real name) for sexual harassment. Not knowing that the scribe lived in the room, the Chief proceeded to mess up the racks, kicked over the trashcan, and declared that the room had failed inspection.
I obtained the name of her roommate, the Chief, and the Barracks Petty Officer and went to the Commanding Officer’s office to discuss this situation with her. I requested that my investigation deadline be extended by a week and that my investigation be expanded to include the investigation into this act of retaliation against the accuser. She readily agreed and told me I would have the extension letter by the end of the day.
Rumors can have an absolutely devastating effect on your organization in that they will affect moral, performance, motivation, and trust. Once you are aware that rumors are being spread, replace the rumors with the truth immediately. Never allow rumors to flourish. In the above example, this incident happened because of some very basic mistakes made by the Navy Commanding Officer:
When she because aware of the reported sexual harassment, she attempted to assign the investigation to one of the officers in her command. Every one of the officers told her that they felt they could not do an impartial investigation because they knew and liked the Chief being accused. When she told me this, I asked her if she was planning on firing the lot of them because I was not aware that refusing an order from your Commanding Officer to conduct a thorough investigation according to the requirements laid out in the JAG Manual was an option. Her reply was to let her take care of that problem.
By not having one of her officers do the investigation, the rumor began that the reason a Marine Officer was assigned to the investigation was because the Chief was innocent and the Navy Officers refused to railroad the Chief for the sake of making the Command look tough on sexual harassment. It was assumed that I would have to find the Chief guilty and recommend punishment even if I had to stretch the truth to do so.
When the rumors were reported to the Commanding Officer, she assumed that once the investigation was completed and the true facts came out, the concerns of injustice would disappear. Therefore, rather than addressing the rumor and insisting her officers inform their subordinates that the investigation would be absolutely fair and impartial, she allowed the distrust and discontent to fester.
As a result, the Chief conducting the barracks inspection felt he had to correct the perceived injustice and send a message to all female sailors that they better not make false reports because Navy Chiefs stick together.
The female sailors began to believe that sexual harassment was going to be tolerated and that to report a problem was only going to bring trouble. Fear and intimidation were beginning to take root.
So, now I had to quickly get this problem investigated so that this command could begin the process of correcting some very serious problems.
I first spoke with the accuser’s roommate. She was hesitant to talk since she had already witnessed what happens when a complaint is raised. With gentle coaxing and assurances of confidentiality, I was able to get her to share her story which matched what the accusing sailor had told me. I had her sign a statement outlining the facts.
Now I spoke with the Barracks Petty Officer. First, I read him his rights and had him sign a statement that he understood his rights. Then I began telling him that when you are inspecting a room, you open the door, walk in, and conduct the inspection. By leaving the door open after you walk in, there is no expectation of privacy under Military Law and anyone who walks by can hear the conversation going on in the room. If a person were to hear the inspector making a threat against the residents of the room and reported what they heard, then the Command would have to take action to investigate and correct the situation immediately. (Side note: Everything I told the Petty Officer was true even through these facts did not pertain to this case but it did allow me to protect the roommate as I has promised.
I was playing a gambit that I hoped would get the truth from the Petty Officer.) I then told him that he was now at a very important crossroads. He could tell me the truth about what happened when Chief Jones (again, not his real name) inspected the room of the sailor accusing Chief Smith of sexual harassment and explain why he did not report the misconduct. If he decided to tell me the truth, I would make a recommendation that the CO go easy on him or he could lie to me and I would have him saluting recruits when I was done with him. He swallowed hard and confirmed the story I was told. He told me he was afraid to say anything because Navy Chiefs always get away with things like that (a sign that there were other deep problems in this Command). I had him sign a statement of facts and now I was ready to talk to the Chief.
When Chief Jones arrived at my office, I deliberately made him wait a while so that I could build his anticipation. When I finally brought him into my office, I wasted no time getting to the point. I read him his rights and had him sign that he understood them. I then handed him a statement that I had typed out that outlined exactly what he had done during the barracks inspection and told him to read it and sign it. As you can guess, he immediately denied that the incident happened.
“Well, Chief,” I began, “the problem you face is that I have signed statements from witnesses who confirm the story to be true. These witness will testify at your court martial, you will be found guilty of obstruction of justice, conduct unbecoming, communicating a threat, and perjury if you get on the stand and lie like you are doing now. So, what’s it going to be. Are you going to be a man and admit you made a mistake in judgment or are you going to risk ending your career here and now? I do not have time to waste; make a decision.”
After silence for what must have seemed like an eternity to the Chief, he admitted he had indeed caused the room to fail because of the accusation against Chief Smith. He expressed his sincere belief that it was just wrong and that ‘these women’ would now be able to ruin anyone’s career if the accuser gets away with lying about Chief Smith. I had him sign the statement and told him that he was no longer permitted to go into the barracks area and that he was not to discuss this interview with anyone. I wanted no more rumors spreading and I wanted no more retaliation to happen.
Then I looked at him and said, “Chief, just so you know. I was able to get Chief Smith to admit to everything the female sailor had said. His excuse was he was just kidding and he meant no harm. He did not even think he had done anything wrong until I asked him if he had a daughter. When he said yes, I asked him how he would feel if I said the very same things to his daughter. That was when he finally realized just how wrong he was and how much hurt he must have caused the female sailor. So, because you did not trust your Commanding Officer to seek the truth, you put your career in jeopardy by taking revenge on an innocent person. I hope that until all this is settled, if you hear anyone else spreading rumors and falsehoods concerning this investigation, you correct them.”
I finished my report and made recommendations on those accused of violating the Uniform Code of Military Conduct and recommendations concerning how the Command could prevent these types of incidents in the future. The Navy Commander appreciated the professionalism with which I conducted my investigation and the honesty with which presented my recommendations. She took appropriate action on all concerns.
As a leader, you can never allow rumors to take hold and grow. Communication is the best tool you have in your arsenal to combat rumors. Be an exceptional leader – communicate with your people so that rumors never start.
Great article Lenn. Very deep insight that you give us on something that can wreak hovoc in a work inviroment.
Larry – The “MeToo” movement would not be necessary if we had more people willing to stand up and say, “No, I will not allow you to treat me in this manner,” and more leaders who sought the truth rather than protecting the organization. Thanks for reading and commenting.
You are very welcome.
The enhancement of human capital nothing to do with the registry office. No personal connotation can be decisive for the choice of the best if not the merit, the inclinations and the willingness to place themselves humbly at stake. Always I argue that we should not talk about generational scrapping, but we should try the contamination, collaboration, to combine the best of different generations in a training and constant improvement and continuing to shape leaders and collaborators. The social and human capital, talent, resources to discover and exploit are independent by the age, but on the ability to innovate and the availability and altruism that exists in the passing on and teach, as well as humility of knowing how to listen and learn.
Aldo – As always, you are able to add value and your experience to every conversation in a manner that helps bring the subtle messages of my articles home. Thanks for being a part of the audience.
Managing the grape vine and the rumor mill are key aspects for doing successful organizational change and transformation. And when doing such things, we find most rumors are purposely manufactured as a political leverage. For instance, it was common knowledge for one of our clients that their VP slept her way up to her position. Though common knowledge, there were no rumors floating around on this. There was, however, toxic rumors spread about anyone who ever disagreed with her. Being identified as the root of the rumors she was let go; along with a lucrative severance package.
Chris – Your real life story helps to shine light on the importance of keeping the rumor mill in check before it creates a toxic environment. Thanks for sharing this with us because this is an important conversation.
Len….great article and example of a real life situation. While I read your experience and how you handled it, a couple of things that stood out for me.
First, your ability to handle stressful and potentially explosive experiences with strength and strong boundaries is admirable. Not many leaders have this capacity. You appear to have clarity of what is truth, what is half truth and what is false. Calling out the elephant, as I like to say, on those who you know are lying, based on the facts you have, is a great tool for leaders. Your strategies created an authoritarian role that lead with conviction for those you were questioning to release their need to lie and ultimately tell the truth. This allowed them to trust that you would do as you say in following through with how you would protect everyone as needed.
Side note….it is not easy to be a whistle blower for the fear of retaliation is present, as you witnessed and dealt with in this situation. But when people learn that the truth gives us freedom, on many levels, then a situation can be resolved with a better outcome than expected. The energy of everyone involved when there are lies is palpable and there becomes a mass conscious creation of suspicion, distrust and it just compounds on itself…..until someone like you comes along to rattle the cage and gets things back in alignment.
Second, I believe your leadership training has given you a foundation from which to be firm in the face of adversity. Having an ear to really listen to what each person is saying and discern where there is a disconnect from the truth. Piecing together the information and not allowing those who lie to influence what you know to be true is a skill that leaders can greatly benefit from. It seems many leaders are afraid to buck those who have exhibited either bully behaviors or negative interactions to support what their belief is. As you clearly outlined, Chief Jones reacted from a false belief and it took good leadership to shift him to see the truth.
I am glad to see things worked out and the real truth was revealed through the maze of a chain reaction that could have created much destruction in its path.
Eileen – Thank you for sharing your amazing insights into the subtle nuances to which those in a position of leadership must be attuned. It is the ability to read a person that will allow you to approach sensitive situations in a manner that lead to the truth. For example, when I spoke to “Chief Smith”, the accused, I started by offering him coffee, a nice comfortable chair, and we talked about some challenges that the command was preparing to face in the next couple of months. I had him completely at ease so that when I finally told he that we needed to discuss a “very unpleasant allegation” that was made against him, he readily admitted he had made the comments but kept saying, “But, Sir, you know me. I was just joking.” I smiled and nodded politely because I needed to keep him believing I was accepting the “just joking” excuse (I guess today I would be considered politically incorrect for this behavior). It was not until I was had finished getting him to admit to every single remark that my expression changed and I asked that all important question, “So, Chief, do you have a daughter?” When he said yes and I asked him how he would feel if I said the very same things to her, the look of shock on his face said it all. He knew that his actions were wrong and he finally said, “I am in trouble, aren’t I?”
These challenges are faced by leaders everyday. I hope through sharing this experience, it gives those who read this the courage and insight to handle the difficult with integrity and honor so that truth prevails.
Your feedback is so appreciated. Thank you again.
You are welcome! What I have learned over the years in human behavior is that people act and think sometimes from different places in their brain. Therefore, they don’t realize the discrepancy in their behavior…in their reality it is either okay or they are in the right. When another person can jolt them out of that “other ” place in their head, and they gain a new perspective or higher awareness…..as in your case, the analogy to his daughter….the perception changes. I like to say they are taken out of their head and into their heart.
I agree….these challenges are faced by leaders not only in their professional life but also in their personal life. I find there is a cross connection that spills from one part of life into the other and keeps people off balance, frustrated and exhausted.
I too hope your awesome leadership skills and knowledge can be an asset for others to better understand what it takes to be a great leader and to use your examples as a guide should they find themselves in similar situations of people skirting the truth, misleading and misjudging.
I like how you eased him into the tough part….that developed trust and probably took him out of defense mode and you also may have validated some in the process. By the way, for me validation is the most powerful tool in dispelling conflict between people and shifting perspectives, beliefs and creating harmonious communication. I have found it to be amazing to watch the changes in others when used…it has become a natural part of my communication.
I am glad to contribute!
Eileen – You are absolutely correct – at times, someone must hold up the mirror of truth and force us to see who we really are before we can change our attitudes and our hearts. And that will always come as a shock because our natural defenses tell us we are always in the right.
And as you said, by developing strong leadership skills, we will not only find success in our professional life but in our personal lives as well. The frustrations we face in both are usually the result of not knowing what to do to solve a problem because the corrective action may be painful for another person and/or yourself. But knowing that we can and must face this fear and how to approach the challenge with sound leadership principles will ease the burden.
Thank you for your kind comments. I am humbled by what you have said but I am always the first to let anyone know that I am the product of some of the best leaders the Marine Corps produced. These wonderful men and women helped nurture and mentor me so that I was constantly forced to see my weaknesses and grow from my mistakes. I am grateful for their willingness to take a young man hungry to learn and impart me their experience and wisdom.
Len – you hit it on the nail!
You have been fortunate to have been nurtured and mentored allowing your weaknesses to become strengths and to learn/grow from mistakes (although I see mistakes as simply a life experience from which to change behavior and thinking because the result was not one that either felt good or had a positive outcome).
Also, I can see now why you are such an effective leader. Your desire to learn and your willingness to accept your weaknesses have been a great asset to your development. When we are “willing participants” in our experiences, resistance is removed, which can stifle and/or stunt our growth. Being open and receptive can have a huge impact on how our experiences unfold. It takes stamina and courage to not let the mind control and instead allow our intuition, trust and the capacity to see where our thinking may be out of alignment in order to create the best results.
Eileen – Oh, my friend, do not be too quick to give me credit not due. At times, I was one tough egg to crack. There were more than enough eye rolls and “I told you so” comments that I eventually realized I needed to listen and learn. That was what made the process so positive – they allowed me to fail – they allowed me to get bruised and battered – they allowed me to trip and fall – so that I could learn what not to do and much as what to do. But the important part was that because I showed improvement (although it may have been very slow), they never gave up on me. So through my writing and even more importantly, through my daily interactions with the folks I work with, I share these leadership gems hoping beyond hope that I can help create the leaders of tomorrow in the same positive manner.
Len…(smiling)…I am sure you were a tough egg to crack, probably a little stubborn too, as I can be too!
It seems, it is through our toughest times, when we “fail,” that we learn the most and the strongest part of who we are is birthed. I would like to think this is what has made you who you are today and why your stories of leadership are so important. In my own experience, I have had what could be considered failures, but I see them as learning tools in order to make better/wiser decisions. I also see others where I was and can now use my knowledge to hopefully prevent them from having the same experience; instead creating ones that lead to feelings of success and empowerment.
Consider that through your journey towards improvement you have had an impact on those around you and those you have lead. Their lives may be different today had you not learned what you have, not cracked that egg and created the opportunity for positive results.
What you have been through is something you pass on to others….as you say, sharing these gems that you can/are helping leaders of tomorrow to become a better part of themselves.
Eileen – Yes, we learn so much more from our failures than we do from our successes. That is why this terrible trend where we protect our children from failure is hurting our children. By over protecting kids, we have created a generation with unrealistic expectations that thinks everything they do is okay and that those leadership positions should be rewarding them for every minor effort instead of holding them accountable for their failures. They are shocked when someone tells them “no” or tells them they did not do a good job. They jump from job to job and the educated elite says it is because we live in a different world were loyalty to the company is not necessary. What the “elite” have overlooked is they jump from job to job because they are not growing as a person so they feel no need to stay. But I can state from experience – when you hold folks accountable, help them see their shortcomings and teach them how to mature, reward them for excellence, and encourage them to try and fail so that they at least gain from the experience – you will find that they will stick with you because they are getting something of lasting value that money cannot buy.
Len – excellent points and I agree 100%. I really enjoy conversing with you and appreciate your reinforcement of how I view our world today and how leadership or lack thereof is part of a greater problem. It is refreshing to gain new knowledge, as I am from you, of the deeper issues we face and how teaching the basics of leadership can perhaps change the direction of the unrealistic expectations and lack of accountability so prevalent.
Eileen – It has been wonderful sharing our thoughts and ideas. If you have not read it yet, please take the time to read the other post her at “On the Hotseat” – “What Does America Need?” – It continues with many of the points we have been discussing. Thank you for your engagement.
Len- thank you for directing me to your other article. I will read it as well.
Eileen – You are most welcomed. Looking forward to hearing your thoughts.
From an Editorial Team Perspective, your “What Does America Need” Article was one of the finest essays on Leadership we’ve ever encountered. God Bless America!
Dennis – Thank you for the kind comment concerning my article on What America Does Need.
thankoyu Len
have to say the headline took me to Office Space :: https://www.youtube.com/watch?v=xRxqY4wuTHw
But seriously …. as always – a great story Len – and good advice.
thank you
John – I think the video goes well with the article. Thanks for sharing it. And thank you for your feedback which encourages me to keep writing and sharing these stories.