Page 4 - The Dispatch July 2019

TEXAS MILITARY DEPARTMENT

FROM THE TOP

COMMENTARIES FROM TEXAS MILITARY DEPARTMENT LEADERS

LEADERSHIP IS A

TRICKY THING

CHIEF MASTER SGT. MICHAEL E. CORNITIUS JR.
COMMAND SENIOR ENLISTED LEADER

“LEADERSHIP IS A GIFT. IT’S GIVEN BY THOSE WHO them set a realistic path based on their strengths and weaknesses
FOLLOW. YOU HAVE TO BE WORTHY OF IT.” to achieve those goals. These conversations enefit everyone – the
service member, the leader and the agency as a whole. If we want
-General Mark Welsh service members who are motivated beyond the current mission,
and to have succession planning and stability for this organization,
we must prioritize career counseling from leaders.
Leadership is a tricky thing. Each person has his or her own defini-
tion of it, his or her own concept of what it is “supposed” to look We say it all the time, that our people are our greatest resource. It
like. Perhaps it is in part because what makes good leadership so is time we start acting like it. We all struggle handling various situ-
exceptional is its very intangibility. Every leader is different, and ev- ations. Leaders must be mentors in how to respond to life events.
ery leader’s style derives from within the depth of one’s character. While circumstances are often outside our control, our response
To me, leadership is all about people. As a leader, if you don’t have to them is solidly within our grasp. As a leader it is my responsi-
people, you have nothing. Having people doesn’t simply mean bility to work with those in my command to find positive solutions
that you were tasked to lead and care for a certain group of ser- and actions even in events that feel overwhelming. Leaders have
vice members; it means they feel they are part of the team and are a unique opportunity to use their influence, and hopefully the re-
committed to its success. The success or failure of leadership can spect they carry, to help break the chain of thought that can so
be clearly seen in the morale of those they lead. often put us down the road of despair. Suicide, depression, anx-
iety – if you haven’t been touched by these things personally, I
The way I see it, my job is to take care of our Soldiers and Airmen. can guarantee that each and every person in this agency knows a
I strive to constantly ask myself what I can do to help make things friend or family member who has. It is the task of the leader to re-
easier for them to do their jobs. I believe it is my task to make sure member to take care of the whole person, not just who someone
that service members don’t have to worry or want for anything is when at work in uniform. If we knew our troops better, we could
that will take away from their focus on their careers, their families notice if someone was acting out of character and check in. We all
and their personal lives. The wellbeing of those I lead is something need to get on board with this, I don’t care how high or low you
I take very personally. No matter how big or small you think your are on the food chain. We must get back to the piece of taking care
contribution to this organization is, you matter to me. If I cannot of each other, both when it is easy and especially when it is hard. If Interviews By: Caitlin Rourk
be there for you personally, then it is my duty to ensure there is we lose one person, we lose a family member. We are lucky to be a Texas Military Department Public Affairs
someone else there at your back for me. part of something greater than ourselves. Let’s remember that our
service makes us part of a team, and as such we are responsible
In the military, we talk a big game about how leaders are mentors for each other.
and guides along the career path, opening doors and windows of
opportunity. However, we often struggle in the implementation of We are not only the biggest Guard force, but also the best. While KEEP YOUR GUARD UP
this. Part of my leadership philosophy hinges on shifting our men- yes, I am biased, it is statistically true as well. We are always the
tality to make this a high priority for all leaders. We must engage state that is turned to when others say no, because the country
with one another. I would love to sit down with each individual in knows that we will always say yes. We put the good of Texas and
our organization to learn who they are, to understand their sto- the nation first. We are the go-to, can-do state. By putting the well- Meeting force structure goals cannot be achieved without strong retention numbers and intensive re-
ries, what made them join the force, what is keeping them here, being of our troops at the forefront of every leadership decision cruiting. During the most recent legislative session, Maj. Gen. Tracy R. Norris, the Adjutant General
what makes them tick. I want to encourage all leaders at TMD to sit we make, I believe we will be able to continue this legacy long into of Texas, stated that her biggest goal as adjutant general is to meet recruitment and retention goal
down and have frank and honest conversations with their troops the future. -D numbers. The Dispatch sat down with recruiting experts from all three components to understand why
about their future plans, both near and long-term, and then help
Guardsmen leave and what organizational leaders can do to retain them. [Edited for Brevity]
4 TheDISPATCH July 2019