July 23, 2025 • 24 mins
Are today's soldiers truly soft, or are they simply adapting to systems that haven't evolved with the times? This thought-provoking episode dives deep into the generational divide shaping today's Army culture.
When senior NCOs claim that Generation Z soldiers lack discipline or respect for tradition, they're often misinterpreting critical thinking as defiance. The younger generation's tendency to question "why" before action isn't necessarily about avoiding work—it's about seeking efficient solutions and understanding purpose. From customs and courtesies to training methodologies, what looks like resistance to authority often reveals a deeper desire to modernize outdated approaches.
The digital native generation brings technological fluency that could revolutionize military operations if properly leveraged. Yet when they suggest using cloud-based tools instead of whiteboards, or question why PT doesn't match the actual requirements of the Army Fitness Test, they're frequently dismissed with "this is how we've always done it." Meanwhile, the Army preaches modernization while clinging to traditional methods that fail to engage today's soldiers effectively.
Perhaps most concerning is how the Army sends mixed messages about mental health—encouraging awareness and self-care while simultaneously expecting soldiers to "suck it up" when they actually seek support. Similarly, feedback systems break down when leadership doesn't create safe spaces for honest critique, shutting down the very innovation they claim to value.
The solution isn't for one generation to simply adapt to the other, but for the Army as an institution to evolve in ways that harness the strengths of all its members. Whether you're an NCO frustrated with changing norms or a junior soldier seeking better systems, this conversation will challenge your perspective on what true military readiness looks like in the digital age.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
A lot of NCOs are saying that Gen Z soldiers are
soft.
But are they actually soft orjust adapting to broken systems?
Let's talk about it, roger Sarn.
Welcome back to the Roger SarnPodcast, where we talk all
(00:25):
things Army with no fluff, andI'm your host, sarnt Cruz, and
if you're tired of thesugarcoating, hit the subscribe
button.
So today, what I want to talkabout is a trending topic and
I'm going to break this downinto like three parts and I'll
also give you some examples tomake sure I kind of drive the
(00:47):
point home and at the same time,let's see if you actually agree
with them.
Let's start off with the firstsubject, which is what older
NCOs are seeing, and when I saythat, I mean we're talking about
discipline and questioningthings.
So think about a time that asoldier challenged or asked why
(01:13):
right?
An example of this, I would say, is something simple as an NCO
tells the squad to go police,call the motor pool, tells the
squad to go police, call themotor pool, instead of
immediately executing the order,a younger soldier might just
(01:36):
respond with isn't that acontractor's job, or didn't we
just do that yesterday?
So we could also be looking atthis in multiple perspectives.
The older NCO.
What they see is kind of likedefiance, or they may actually
see a lack of discipline at theother side, or the flip side of
the coin, the younger soldierthat are more kind of like, used
to like systems wherequestioning authority is kind of
(02:00):
like encouraged and onlybecause it can save time and
effort.
So back in the day it was thisis what your task is.
Get up and go and troops woulddo it.
Now troops want to know what'sthe deal like, what's in it?
What's in it for me type deal,or why are we doing this?
(02:22):
Is there a better way?
That's what it is.
It's doing this.
Is there a better way?
That's what it is, it's it's.
Is there a better way?
And I think a possible takeawayfrom this could be this
generation that we're in rightnow that we're coming up with.
They're kind of generally wiredto ask why before acting before
(02:42):
, yeah, before taking action,and this could be seen as a sign
of critical thinking and toothers it could be seen as a
sign of disrespect.
So there's that next.
Next thing I want to talk aboutis sometimes it's like the
resistance to standards andcustoms and courtesy, and an
(03:07):
example that I have down forthis would be something like so,
let's say, during a formation,a junior soldier doesn't stand
that parade rest.
When speaking to a senior NCO,when speaking to a senior NCO
and when they're corrected, whatthey say is potentially I
(03:27):
wasn't being disrespectful.
We don't really do that unlessit's a big deal.
And what is a big deal really?
A lot of times we allow troopsto talk to us freely, right,
because if every troop waslocked up every day, all day, it
would be awkward.
(03:49):
So I think a lot of times us asjuniors, right, because I also
have a senior, I may not lock itup at the right time.
Say, a bunch of Sergeant Majorstalking and I'm being asked a
question and because I talked tomy Brigade Sergeant Major a
(04:11):
certain way, maybe it'd be agood idea for me to get at
parade rest because he's infront of his peers, so things
like that.
But a possible takeaway of thiscould be that there's kind of
like getting to be like sometype of erosion in the customs
and courtesies right, and can beviewed as a deeper red flag on
(04:31):
deeper issues on order andrespect.
At the same time, anotherperspective could be that older
NCOs see this kind of like as abreakdown in military discipline
and tradition.
So what they're used to is snap, get this done, or be at parade
(04:58):
, rest.
Or, if you're going to walk pastan officer, salute.
If you're going to walk past anNCO, you give them the greeting
of the day.
And I'll be honest with you,I've walked past countless,
countless junior troops andjunior NCOs and they'll find a
(05:19):
way to look away.
They're looking for quarters onthe ground.
I don't know what it is thatthey're looking for, but they're
definitely not looking to giveme the greeting of the day and
they'll go out of their way tojust not make eye contact.
And while to me, sometimes I'llkind of think and be like, why
(05:40):
are they doing this?
But most of the time I'm kindof in my own world and I have to
get from point A to point B, soI'm not paying it no mind or it
doesn't bother me.
I do pay it mind because Inotice it, but it doesn't bother
me per se.
And this is, I guess, one ofthe ways that the NCOs or yeah,
(06:04):
that the NCOs have this gripe orthis, saying that the junior
soldiers are softer becausethey're not doing things that
they did when they were comingup.
So let's move into the secondsubject.
It's why Gen Z might be askingsmarter questions, right,
(06:27):
because we must know.
Right, they're tech savvy and,most importantly, they are aware
and accepting of mental healthissues.
So let's say, for instance,questioning inefficient training
methods, because we all knowthat we have our own way of
training and we've done atraining hundreds of times.
(06:51):
And I want you to think aboutthis how many times have you
been part of some sort oftraining?
And that NCO that's leading thetraining doesn't have nothing
in their hands no references, nobook, no doctrine, no nothing,
not even their phone to say, hey, this is where I'm getting it
(07:11):
from.
So they're shooting off the topof the dome.
And one thing I learned when Iwas in BLC as an instructor was
that we need to have doctrine inour hand for reference.
We always had our little iPador whatever it was that we used
(07:34):
at the time, always forreference, because no one is
bigger than the program and if Iforget to give you valuable
information, then the trainingis not to standard.
Okay, so let's say, during aclassroom PowerPoint brief, a
Gen Z soldier, they raise theirhand and they have a question or
(08:01):
they have a statement.
They say this is the same slidethat we saw in basic training.
Isn't there a hands-on ordigital module for us to do this
now, over and over, which iswhy annual training gets pushed
(08:30):
off to the side, because of thefact that it's monotonous.
It doesn't evolve.
So therefore you're seeing thesame slide decks year in and
year out and that gets old.
I can't remember.
Was it accident training?
Accident training?
Let me know in the commentswhich one it is.
But it's staffs.
I think it's staff son or sonfirst class jones, I think it
was that.
He's the, he's the guy and he'sbeen the same.
(08:53):
It's been the same slide.
I think it's accident avoidance.
He's been the same slide deckfor at least 15 years, same
slide deck.
I don't know if it's changedbecause I haven't had to do that
training in a while, but that'san example.
So back to the perspective.
(09:15):
So a possible perspective onthis could be that the older NCO
may see this as eitherimpatient or they have lack of
discipline.
Have lack of discipline becausethey're asking a question
initially, maybe not seeing thewhole slide deck or not getting
(09:36):
to the hands-on portion, and thelack of discipline is because
they just call them out in frontof everybody, right, and nobody
likes to be called out, but thesoldier is used to these like
interactive mobile-basedlearning apps and platforms.
As you see, you can find joe onany app, mainly on tiktok, but
(09:58):
you can find them looking for mefor information everywhere.
So they're tired of seeing thesame thing.
If you notice, when these reelsand clips and tiktok fads,
they're all chopped up.
They're not long form.
That's why a lot of creatorshave issues when it comes over
to youtube, because it it's longform content.
(10:22):
Shorts do great, but they don'tearn almost anything.
It's the long-form content.
But my point is we've come to apoint that information has to
be chopped up and has to bedelivered to the point.
So a possible takeaway for thiscould be that they're not being
(10:43):
lazy.
They're just questioningoutdated methods that are based
on how they learn best, becausethat's another issue or another
point that we can improve assenior leaders.
We have to find a way that wereach the younger audience.
(11:04):
Just like, just like.
Think about it.
I've been in for 17,.
Going on 18 years.
When I came in, I wanted theteaching methods that I learned
the best, and they were alwaysasking questions what's your
learning method, hands-on theory, sitting down, whatever it is,
and we always wanted it acertain way and we now are the
(11:26):
ones delivering the message andreceiving the request.
And we also are now that NCOthat will stand and read a
PowerPoint word for word andjust turn around and say do you
have any questions?
So don't be that one.
So the next situation could bewe're talking about prioritizing
(11:49):
mental health over the mission.
An example of this is soldiersrequest to be excused, let's say
, from a field exercise due tothey have stress or they haven't
slept in a while.
They cite, because you know,joe knows, joe knows a lot of
regulations, but they cite theself-care and burnout
(12:10):
referencing behavior, healthbriefings, right, and let's say,
the NCO replies with the goodold, suck it up, we all have to
do the same thing, you'll befine.
So this, a possible perspective, is to older NCOs, this appears
to be as a softness you can'tcut it, you're letting the team
(12:40):
down because of you, you'rebeing selfish, and selfish is
equated to being soft.
So that's probably theirmentality.
Now the young soldier, on theother hand, it's about using the
tools the army taught them toto do to use, like speaking up
(13:00):
to avoid burnout.
Now, the issue with when itcomes to speaking up and burnout
and using the avenues ofapproach that the Army allows us
or tells us to use is there's atime and place, and correct me
if I'm wrong nine, I want to saynine times out of ten, many
(13:25):
times more than not joe's and I.
And we're talking troops.
Let's say troops, because ncosdo this too, officers do it.
So let's say troops.
Troops always find a way to notgo to ntc, jmrc, jmtc,
whichever one that is.
We'll always find a reason whywe can't go there.
(13:48):
We'll find a reason why wecan't go to the field for a week
.
So, on one hand, the leadershave heard it all.
On the other hand, thisindividual that's coming with
this potential, with thispotential, with this concern, it
could be potentially true.
(14:08):
So, as a leader, you have tolearn how to sift through all
this.
Maybe a compromise could be, as, hey, you can have the first
two days that you leave early soyou can go to some appointments
and stuff like that, but comeout for the next 14 days or
something.
There's a, there's a way tocompromise and still get the
mission done.
(14:28):
So one thing about about Joe isthat there's a hundred of them,
all right guys, is the soldier.
They can file a complaint andthey can cite either
counterproductive or toxicleadership, because that can be
their perception and we have toprotect ourselves as leaders in
(14:52):
order to get the mission done,not get a complaint, because
it's always in, it's always apossibility, and still take care
of joe.
So there's, there's.
It's threefold, but do me afavor, if you're enjoying the
content, um, so far, go aheadand comment, subscribe or
(15:13):
download and leave a review.
All right, now, that's done.
Part three, where the army isfailing to meet the soldier
halfway right Like old schooltraining models, has kind of
like been a big deal.
So that's kind of like aperpetual thing that I hear the
(15:38):
army and when I say the army Imean the leaders, because the
army is an entity and as leaderswe work under that entity.
So leaders fail to meet thetroop halfway.
First part of that would be,let's say, the pt.
That doesn't match to realworld readiness because, believe
it or not, troop, troop, belike yo, this pt is boring and
(15:59):
it's not doing anything for me.
This push-up, sit-up andtwo-mile run, it's just not it.
When the morning PT consists ofthe traditional run, push-ups
and sit-up circuits.
It just isn't it.
So let's say that were the case.
And then the junior soldier isgoing to ask why are we not
(16:20):
training with rucks, sandbags,sleds or doing hit circuits like
they do in the AFT?
Now that we're on the AFTprograms, right, why are we not
doing that?
And then we have the NCO that'sgoing to respond is this is how
we've always been doing it.
This is how it's always beendone, right?
How many of you guys have heardthat this is how we've done it?
(16:41):
This is how it's always beendone.
How many of you guys have heardthat this is how we've done it?
This is how it's always beendone?
That it's it's.
It's just the way it is, and alot of possible perspective to
that is like the acft and nowaft.
It demands functional strength,power and agility, hands down,
none of which are targeted whenwe're just doing the old PT
(17:05):
train up push-ups set uptomorrow run.
So let's see what a keytakeaway could that be right
when, because the army itselfpreaches modernization, that's
what they do.
Same time, we are clinging tooutdated daily training norms.
We fail to evolve within ourown standard, which is the Army
(17:30):
standard, and pretty much.
If we don't train to standard,we're going to miss the mark.
That's the bottom line.
If you are moving towards AFTas an NCO, you got to come up
with a new way to engage eachmuscle.
(17:50):
That's going to be challengedduring the AFT.
It is what it is.
Another common issue is the lackof digital integrity in daily
operations.
So let's say, for instance, aGen Z team leader suggests using
like a shared cloud tool, like,let's say, for instance,
(18:13):
microsoft Teams or OneNote, andthey want to do this in order to
like track, counseling dates,maintenance and training
schedules, which could beconsidered a good idea.
But let's say the senior leader, they just say, just use a
whiteboard or a paper trackerthat's in the office, because
(18:34):
everyone has paper, there's awhiteboard everywhere.
I'm pretty sure in your officesyou've seen a lot of
whiteboards and there's a wholebunch of stuff written down the
vehicle, the vehicle status,appointments, what individual is
(18:56):
going to be at what training atwhat time, things of that
nature.
So a lot of times like this canfrustrate the younger soldiers
who are literally fluid inproducing these things, a lot of
times when these soldiers aregoing to school or if they
already have like an associate'sor some type of degree.
They've already been taught howto use Excel, they've already
(19:16):
been taught how to use Word,influent in these digital
productive tools and expectreal-time updates and I would
say even like stuff on themobile apps on their phones,
because it's a lot easier.
There's a I forgot what it was.
It was like something withcalendar and I didn't force
(19:38):
course.
I asked my guys when I was aplatoon sergeant.
I said hey, can you guysdownload this calendar app?
So therefore we know if youhave, if, if we're going to come
up with appointments.
You see, I, my job, was to putthe month training calendar,
what we're doing, the trainings,um, if we're out in the field.
(19:59):
So Joe knows what day not topick to do an appointment.
So everyone can see it.
Team leaders can see it, squadleaders can see it and I can see
it, platoon leader can see it.
That's an example.
And they ate it up Because youcan't force them to get that,
but they got it because it givesthem some type of
(20:21):
predictability.
Them to get that, but they gotit because it gives them some
type of predictability and, um,uh, potential.
I guess a good takeaway fromthat is like the army itself is
we.
We know it's been slow to adaptto, like digital tools.
We know that.
And these tools, gen z isalready probably using them
right now.
(20:41):
Powerpoint is something that alot of senior NCOs are not
proficient at, and theseofficers and junior NCOs and
junior soldiers, they alreadyknow how to use it.
So just because I can't use itdoesn't mean that we shouldn't
use it, so they're alreadyproficient at it, they already
(21:02):
use it doesn't mean that weshouldn't use it, so it they're
already proficient at it, theyalready use it.
So to them not use it is goingto lead to inefficiencies at the
end of the day and it'll leadto missed opportunities of a
smarter workflow.
And that's the difference.
I think it's Gen Z want thesmart way through, or at least
(21:27):
the one that they consider smart, and most of it is going to be
digital, ignoring feedback loopslike in leadership.
An example is after a like fieldexercises, a young troop acts
(21:50):
during the AAR, can we submitfeedback anonymously?
Some of us don't feelcomfortable speaking up in front
of leadership, and that's avalid concern.
And let's say that facilitatorsays something along the lines
of if you got something to say,say it now.
Right, because everyone wantsto say hey, when you do an AAR,
(22:14):
you have to have thick skin.
It never happens.
It never happens.
And a lot of times when you saysomething, they're not supposed
to defend it.
They're supposed to write itdown and what they'll do is
they'll start defending it.
So what does that do to therest of the group?
I'm not going to say anythingbecause they got all the answers
(22:34):
.
So the Army says it wantsinnovation.
That's what they say.
Innovation.
That's what they say.
But I think a lot of times we Iguess we can say we fail to
create spaces where youngervoices, younger troops feel safe
in the contribution.
(22:54):
Because if you really strip itdown to it, if I give a class
and you tell me my class istrash, strip it down to it.
If I give a class and you tellme my class is trash, I'm going
to feel some type of way.
That's the bottom line.
So takeaway from this is, as Isaid, it shuts down positive
(23:15):
feedback and it's just not good.
It doesn't include everyone,it's not inclusive, and I get it
.
Hey, oh, this all-inclusivegeneration.
If you're a team, you have toinclude people.
You have to, because if it'sfive people and only four are
(23:38):
participating.
There's one that could have abanging idea and it doesn't get
shown or explored because of thefact that they're not included.
Bottom line is whether youthink they're soft or smart.
One thing's for sure the Armyneeds to evolve and we're doing
(24:02):
it little by little, but it hasto evolve.
Drop a comment if you agree ordisagree.
Subscribe for more Real ArmyTalk and remember you don't have
to embrace the suck if you gotthe right tools in your rug.
I'm Sarn Cruz and I'll see youin the next one.
Peace, roger Sarn.
The next one Peace.
A lot of NCOs are saying that Gen Z soldiers are
soft.
But are they actually soft orjust adapting to broken systems?
Let's talk about it, roger Sarn.
Welcome back to the Roger SarnPodcast, where we talk all
(00:25):
things Army with no fluff, andI'm your host, sarnt Cruz, and
if you're tired of thesugarcoating, hit the subscribe
button.
So today, what I want to talkabout is a trending topic and
I'm going to break this downinto like three parts and I'll
also give you some examples tomake sure I kind of drive the
(00:47):
point home and at the same time,let's see if you actually agree
with them.
Let's start off with the firstsubject, which is what older
NCOs are seeing, and when I saythat, I mean we're talking about
discipline and questioningthings.
So think about a time that asoldier challenged or asked why
(01:13):
right?
An example of this, I would say, is something simple as an NCO
tells the squad to go police,call the motor pool, tells the
squad to go police, call themotor pool, instead of
immediately executing the order,a younger soldier might just
(01:36):
respond with isn't that acontractor's job, or didn't we
just do that yesterday?
So we could also be looking atthis in multiple perspectives.
The older NCO.
What they see is kind of likedefiance, or they may actually
see a lack of discipline at theother side, or the flip side of
the coin, the younger soldierthat are more kind of like, used
to like systems wherequestioning authority is kind of
(02:00):
like encouraged and onlybecause it can save time and
effort.
So back in the day it was thisis what your task is.
Get up and go and troops woulddo it.
Now troops want to know what'sthe deal like, what's in it?
What's in it for me type deal,or why are we doing this?
(02:22):
Is there a better way?
That's what it is.
It's doing this.
Is there a better way?
That's what it is, it's it's.
Is there a better way?
And I think a possible takeawayfrom this could be this
generation that we're in rightnow that we're coming up with.
They're kind of generally wiredto ask why before acting before
(02:42):
, yeah, before taking action,and this could be seen as a sign
of critical thinking and toothers it could be seen as a
sign of disrespect.
So there's that next.
Next thing I want to talk aboutis sometimes it's like the
resistance to standards andcustoms and courtesy, and an
(03:07):
example that I have down forthis would be something like so,
let's say, during a formation,a junior soldier doesn't stand
that parade rest.
When speaking to a senior NCO,when speaking to a senior NCO
and when they're corrected, whatthey say is potentially I
(03:27):
wasn't being disrespectful.
We don't really do that unlessit's a big deal.
And what is a big deal really?
A lot of times we allow troopsto talk to us freely, right,
because if every troop waslocked up every day, all day, it
would be awkward.
(03:49):
So I think a lot of times us asjuniors, right, because I also
have a senior, I may not lock itup at the right time.
Say, a bunch of Sergeant Majorstalking and I'm being asked a
question and because I talked tomy Brigade Sergeant Major a
(04:11):
certain way, maybe it'd be agood idea for me to get at
parade rest because he's infront of his peers, so things
like that.
But a possible takeaway of thiscould be that there's kind of
like getting to be like sometype of erosion in the customs
and courtesies right, and can beviewed as a deeper red flag on
(04:31):
deeper issues on order andrespect.
At the same time, anotherperspective could be that older
NCOs see this kind of like as abreakdown in military discipline
and tradition.
So what they're used to is snap, get this done, or be at parade
(04:58):
, rest.
Or, if you're going to walk pastan officer, salute.
If you're going to walk past anNCO, you give them the greeting
of the day.
And I'll be honest with you,I've walked past countless,
countless junior troops andjunior NCOs and they'll find a
(05:19):
way to look away.
They're looking for quarters onthe ground.
I don't know what it is thatthey're looking for, but they're
definitely not looking to giveme the greeting of the day and
they'll go out of their way tojust not make eye contact.
And while to me, sometimes I'llkind of think and be like, why
(05:40):
are they doing this?
But most of the time I'm kindof in my own world and I have to
get from point A to point B, soI'm not paying it no mind or it
doesn't bother me.
I do pay it mind because Inotice it, but it doesn't bother
me per se.
And this is, I guess, one ofthe ways that the NCOs or yeah,
(06:04):
that the NCOs have this gripe orthis, saying that the junior
soldiers are softer becausethey're not doing things that
they did when they were comingup.
So let's move into the secondsubject.
It's why Gen Z might be askingsmarter questions, right,
(06:27):
because we must know.
Right, they're tech savvy and,most importantly, they are aware
and accepting of mental healthissues.
So let's say, for instance,questioning inefficient training
methods, because we all knowthat we have our own way of
training and we've done atraining hundreds of times.
(06:51):
And I want you to think aboutthis how many times have you
been part of some sort oftraining?
And that NCO that's leading thetraining doesn't have nothing
in their hands no references, nobook, no doctrine, no nothing,
not even their phone to say, hey, this is where I'm getting it
(07:11):
from.
So they're shooting off the topof the dome.
And one thing I learned when Iwas in BLC as an instructor was
that we need to have doctrine inour hand for reference.
We always had our little iPador whatever it was that we used
(07:34):
at the time, always forreference, because no one is
bigger than the program and if Iforget to give you valuable
information, then the trainingis not to standard.
Okay, so let's say, during aclassroom PowerPoint brief, a
Gen Z soldier, they raise theirhand and they have a question or
(08:01):
they have a statement.
They say this is the same slidethat we saw in basic training.
Isn't there a hands-on ordigital module for us to do this
now, over and over, which iswhy annual training gets pushed
(08:30):
off to the side, because of thefact that it's monotonous.
It doesn't evolve.
So therefore you're seeing thesame slide decks year in and
year out and that gets old.
I can't remember.
Was it accident training?
Accident training?
Let me know in the commentswhich one it is.
But it's staffs.
I think it's staff son or sonfirst class jones, I think it
was that.
He's the, he's the guy and he'sbeen the same.
(08:53):
It's been the same slide.
I think it's accident avoidance.
He's been the same slide deckfor at least 15 years, same
slide deck.
I don't know if it's changedbecause I haven't had to do that
training in a while, but that'san example.
So back to the perspective.
(09:15):
So a possible perspective onthis could be that the older NCO
may see this as eitherimpatient or they have lack of
discipline.
Have lack of discipline becausethey're asking a question
initially, maybe not seeing thewhole slide deck or not getting
(09:36):
to the hands-on portion, and thelack of discipline is because
they just call them out in frontof everybody, right, and nobody
likes to be called out, but thesoldier is used to these like
interactive mobile-basedlearning apps and platforms.
As you see, you can find joe onany app, mainly on tiktok, but
(09:58):
you can find them looking for mefor information everywhere.
So they're tired of seeing thesame thing.
If you notice, when these reelsand clips and tiktok fads,
they're all chopped up.
They're not long form.
That's why a lot of creatorshave issues when it comes over
to youtube, because it it's longform content.
(10:22):
Shorts do great, but they don'tearn almost anything.
It's the long-form content.
But my point is we've come to apoint that information has to
be chopped up and has to bedelivered to the point.
So a possible takeaway for thiscould be that they're not being
(10:43):
lazy.
They're just questioningoutdated methods that are based
on how they learn best, becausethat's another issue or another
point that we can improve assenior leaders.
We have to find a way that wereach the younger audience.
(11:04):
Just like, just like.
Think about it.
I've been in for 17,.
Going on 18 years.
When I came in, I wanted theteaching methods that I learned
the best, and they were alwaysasking questions what's your
learning method, hands-on theory, sitting down, whatever it is,
and we always wanted it acertain way and we now are the
(11:26):
ones delivering the message andreceiving the request.
And we also are now that NCOthat will stand and read a
PowerPoint word for word andjust turn around and say do you
have any questions?
So don't be that one.
So the next situation could bewe're talking about prioritizing
(11:49):
mental health over the mission.
An example of this is soldiersrequest to be excused, let's say
, from a field exercise due tothey have stress or they haven't
slept in a while.
They cite, because you know,joe knows, joe knows a lot of
regulations, but they cite theself-care and burnout
(12:10):
referencing behavior, healthbriefings, right, and let's say,
the NCO replies with the goodold, suck it up, we all have to
do the same thing, you'll befine.
So this, a possible perspective, is to older NCOs, this appears
to be as a softness you can'tcut it, you're letting the team
(12:40):
down because of you, you'rebeing selfish, and selfish is
equated to being soft.
So that's probably theirmentality.
Now the young soldier, on theother hand, it's about using the
tools the army taught them toto do to use, like speaking up
(13:00):
to avoid burnout.
Now, the issue with when itcomes to speaking up and burnout
and using the avenues ofapproach that the Army allows us
or tells us to use is there's atime and place, and correct me
if I'm wrong nine, I want to saynine times out of ten, many
(13:25):
times more than not joe's and I.
And we're talking troops.
Let's say troops, because ncosdo this too, officers do it.
So let's say troops.
Troops always find a way to notgo to ntc, jmrc, jmtc,
whichever one that is.
We'll always find a reason whywe can't go there.
(13:48):
We'll find a reason why wecan't go to the field for a week
.
So, on one hand, the leadershave heard it all.
On the other hand, thisindividual that's coming with
this potential, with thispotential, with this concern, it
could be potentially true.
(14:08):
So, as a leader, you have tolearn how to sift through all
this.
Maybe a compromise could be, as, hey, you can have the first
two days that you leave early soyou can go to some appointments
and stuff like that, but comeout for the next 14 days or
something.
There's a, there's a way tocompromise and still get the
mission done.
(14:28):
So one thing about about Joe isthat there's a hundred of them,
all right guys, is the soldier.
They can file a complaint andthey can cite either
counterproductive or toxicleadership, because that can be
their perception and we have toprotect ourselves as leaders in
(14:52):
order to get the mission done,not get a complaint, because
it's always in, it's always apossibility, and still take care
of joe.
So there's, there's.
It's threefold, but do me afavor, if you're enjoying the
content, um, so far, go aheadand comment, subscribe or
(15:13):
download and leave a review.
All right, now, that's done.
Part three, where the army isfailing to meet the soldier
halfway right Like old schooltraining models, has kind of
like been a big deal.
So that's kind of like aperpetual thing that I hear the
(15:38):
army and when I say the army Imean the leaders, because the
army is an entity and as leaderswe work under that entity.
So leaders fail to meet thetroop halfway.
First part of that would be,let's say, the pt.
That doesn't match to realworld readiness because, believe
it or not, troop, troop, belike yo, this pt is boring and
(15:59):
it's not doing anything for me.
This push-up, sit-up andtwo-mile run, it's just not it.
When the morning PT consists ofthe traditional run, push-ups
and sit-up circuits.
It just isn't it.
So let's say that were the case.
And then the junior soldier isgoing to ask why are we not
(16:20):
training with rucks, sandbags,sleds or doing hit circuits like
they do in the AFT?
Now that we're on the AFTprograms, right, why are we not
doing that?
And then we have the NCO that'sgoing to respond is this is how
we've always been doing it.
This is how it's always beendone, right?
How many of you guys have heardthat this is how we've done it?
(16:41):
This is how it's always beendone.
How many of you guys have heardthat this is how we've done it?
This is how it's always beendone?
That it's it's.
It's just the way it is, and alot of possible perspective to
that is like the acft and nowaft.
It demands functional strength,power and agility, hands down,
none of which are targeted whenwe're just doing the old PT
(17:05):
train up push-ups set uptomorrow run.
So let's see what a keytakeaway could that be right
when, because the army itselfpreaches modernization, that's
what they do.
Same time, we are clinging tooutdated daily training norms.
We fail to evolve within ourown standard, which is the Army
(17:30):
standard, and pretty much.
If we don't train to standard,we're going to miss the mark.
That's the bottom line.
If you are moving towards AFTas an NCO, you got to come up
with a new way to engage eachmuscle.
(17:50):
That's going to be challengedduring the AFT.
It is what it is.
Another common issue is the lackof digital integrity in daily
operations.
So let's say, for instance, aGen Z team leader suggests using
like a shared cloud tool, like,let's say, for instance,
(18:13):
microsoft Teams or OneNote, andthey want to do this in order to
like track, counseling dates,maintenance and training
schedules, which could beconsidered a good idea.
But let's say the senior leader, they just say, just use a
whiteboard or a paper trackerthat's in the office, because
(18:34):
everyone has paper, there's awhiteboard everywhere.
I'm pretty sure in your officesyou've seen a lot of
whiteboards and there's a wholebunch of stuff written down the
vehicle, the vehicle status,appointments, what individual is
(18:56):
going to be at what training atwhat time, things of that
nature.
So a lot of times like this canfrustrate the younger soldiers
who are literally fluid inproducing these things, a lot of
times when these soldiers aregoing to school or if they
already have like an associate'sor some type of degree.
They've already been taught howto use Excel, they've already
(19:16):
been taught how to use Word,influent in these digital
productive tools and expectreal-time updates and I would
say even like stuff on themobile apps on their phones,
because it's a lot easier.
There's a I forgot what it was.
It was like something withcalendar and I didn't force
(19:38):
course.
I asked my guys when I was aplatoon sergeant.
I said hey, can you guysdownload this calendar app?
So therefore we know if youhave, if, if we're going to come
up with appointments.
You see, I, my job, was to putthe month training calendar,
what we're doing, the trainings,um, if we're out in the field.
(19:59):
So Joe knows what day not topick to do an appointment.
So everyone can see it.
Team leaders can see it, squadleaders can see it and I can see
it, platoon leader can see it.
That's an example.
And they ate it up Because youcan't force them to get that,
but they got it because it givesthem some type of
(20:21):
predictability.
Them to get that, but they gotit because it gives them some
type of predictability and, um,uh, potential.
I guess a good takeaway fromthat is like the army itself is
we.
We know it's been slow to adaptto, like digital tools.
We know that.
And these tools, gen z isalready probably using them
right now.
(20:41):
Powerpoint is something that alot of senior NCOs are not
proficient at, and theseofficers and junior NCOs and
junior soldiers, they alreadyknow how to use it.
So just because I can't use itdoesn't mean that we shouldn't
use it, so they're alreadyproficient at it, they already
(21:02):
use it doesn't mean that weshouldn't use it, so it they're
already proficient at it, theyalready use it.
So to them not use it is goingto lead to inefficiencies at the
end of the day and it'll leadto missed opportunities of a
smarter workflow.
And that's the difference.
I think it's Gen Z want thesmart way through, or at least
(21:27):
the one that they consider smart, and most of it is going to be
digital, ignoring feedback loopslike in leadership.
An example is after a like fieldexercises, a young troop acts
(21:50):
during the AAR, can we submitfeedback anonymously?
Some of us don't feelcomfortable speaking up in front
of leadership, and that's avalid concern.
And let's say that facilitatorsays something along the lines
of if you got something to say,say it now.
Right, because everyone wantsto say hey, when you do an AAR,
(22:14):
you have to have thick skin.
It never happens.
It never happens.
And a lot of times when you saysomething, they're not supposed
to defend it.
They're supposed to write itdown and what they'll do is
they'll start defending it.
So what does that do to therest of the group?
I'm not going to say anythingbecause they got all the answers
(22:34):
.
So the Army says it wantsinnovation.
That's what they say.
Innovation.
That's what they say.
But I think a lot of times we Iguess we can say we fail to
create spaces where youngervoices, younger troops feel safe
in the contribution.
(22:54):
Because if you really strip itdown to it, if I give a class
and you tell me my class istrash, strip it down to it.
If I give a class and you tellme my class is trash, I'm going
to feel some type of way.
That's the bottom line.
So takeaway from this is, as Isaid, it shuts down positive
(23:15):
feedback and it's just not good.
It doesn't include everyone,it's not inclusive, and I get it
.
Hey, oh, this all-inclusivegeneration.
If you're a team, you have toinclude people.
You have to, because if it'sfive people and only four are
(23:38):
participating.
There's one that could have abanging idea and it doesn't get
shown or explored because of thefact that they're not included.
Bottom line is whether youthink they're soft or smart.
One thing's for sure the Armyneeds to evolve and we're doing
(24:02):
it little by little, but it hasto evolve.
Drop a comment if you agree ordisagree.
Subscribe for more Real ArmyTalk and remember you don't have
to embrace the suck if you gotthe right tools in your rug.
I'm Sarn Cruz and I'll see youin the next one.
Peace, roger Sarn.
The next one Peace.
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