Officers Must Be Lifelong Learners: Set the Foundation Early!
It is tempting for a junior officer to view their commissioning day as a graduation or an endpoint. The learning is over. On the contrary, however, commissioning day is really the beginning for that young 2LT, where a continuous learning mindset is vital for success within the profession of arms.
As a young officer, I (Bo) remember disliking even the thought of my commander giving me something to read. “I have too much going on here that you have asked me to do,” I wanted to say. At the time, I did not know just how valuable that professional development would be. In hindsight, I can now reflect on those professional development opportunities, and realize that they were some of the most inspiring and informative moments in my career. No longer a reticent learner, I recognize the power that commitment to learning can have in the career of an officer.
A commitment to lifelong learning matters, impacting one’s professional competence, one’s development into a caring and engaged leader, and the growth of one’s character needed for our profession.
- Learning for Competence
Our force is currently in a stage of modernization. Throughout our Army, our soldiers are obtaining and using the most advanced military equipment ever created by the hand and mind of man. Given that technology is changing faster than ever, our officers will be required to frequently update their knowledge.
A few months of what is called Operational Network (OPNET) is usually what a young leader and their Company or Battalion will go through to not only familiarize themselves with their equipment, but also teach them how to use it the proper way. Frequently mentioned after negligence or an accident are sentiments like “Why didn’t we pay attention to that part in the technical manual!?” Taking time to learn could have either stopped the event from happening or communicated factors that others may not know.
Learning how technology works is not a luxury. To combat the armies of the future, harnessing the understanding of the latest technology (and defending against it) will be vital. The Army will need officers who are aware of how to use the present technology, as well as how to prepare for the future.
- Learning for Care
“Taking care of your soldiers” is a statement and a mindset we assimilate in the early days of our commissioning source. As an officer, taking the time to learn about your soldiers helps you care for them. Having a learner mindset when engaging in conversations with our teammates and subordinates helps us develop greater empathy for each individual, improving our ability to motivate our soldiers, and make decisions more deliberately.
In addition, learning generally about human behavior, human experiences, and different cultures, helps us be a stronger leader of the diverse teams we lead. Learning also means learning when we alone can’t solve a problem, and when we need to recruit other resources (e.g., mental health support). Interestingly, even taking time to read fiction every now and then might not be a waste of time, as some research suggests it might improve empathy.
- Learning for Character
Continuously working your mind makes your mind stronger, like working a muscle. Once you have foundational knowledge on a topic, it is often easier to learn more about that topic. Being exposed to different perspectives allows you to use those different perspectives to be a stronger critical thinker, a facet of what is considered “intellectual character”. Learning often results in us realizing what we did not know, thus developing humility. Humility is considered one of the most important attributes of a leader, as a humble leader is a willing learner, maintains accurate self-awareness, and seeks out others’ input and feedback.
A lifelong learner mindset can also help you respond to challenges as a learning opportunity. I (Yasmine) recall living abroad, frustrated with trying to buy a car in a foreign country. While navigating the bureaucracy, I tried to remind myself, “I am learning about this country”. With that mindset, my attitude shifted. I became more curious about the challenge I was experiencing. Likewise, when you observe less-than-ideal leadership, a learner mindset helps you learn from the experience (and possibly distract you from frustration).
Tips to Become a Lifelong Learner
Learning takes time, but there might just be efficiency gains down the road. As General (R) Mattis, a former CENTCOM commander, and former Secretary of Defense, once said, “If we do not read, then we are forced to learn by experience.” What are ways that we might overcome time and motivational hurdles to be lifelong learners?
Build a Habit
Building a routine, whether it’s blocking “focus time” on your calendar once a week, twenty minutes before bed, or an hour on a weekend, creating routines means we aren’t always fighting ourselves and our calendars. Like brushing your teeth, it just becomes a part of your week.
Listen to Learn
Technology today provides alternatives that can sometimes make learning more digestible, effective, or efficient than reading a book. For example, listening on audio can sometimes mean you can take a few minutes to learn while driving or doing fitness. Listening can also help those who struggle more to process the written word. Use of audiobooks has increased every year in the United States with about 30% of Americans in 2022 reporting that they read an audiobook in the last year (Pew Research Center). Podcasts and short lectures are two other popular formats to learn.
Make Learning Social
Combining learning with a social experience can help build your community or unit and engage people more. A book club is a great example, where people are held accountable with a common deadline and engage in discussion around the reading. This works well as a leader in the Army to bring subordinates together to discuss new equipment and/or future tactical operations.
Conclusion
Being a lifelong learner is vital for a profession that requires agile thinkers who can respond autonomously to complex situations. Learning allows us to develop competence, care, and character. These three attributes are identified as the three factors needed for a trustworthy leader. If someone feels that you are competent, that you care about them, and that you are of good character, they are more likely to trust you. Trust, as we know, is, and always will, be the backbone of our profession.
CPT (P) Robert “Bo” Farrell is an instructor in the Simon Center for Professional Military Ethic (SCPME) at the United States Military Academy, where he teaches MX400 – The Superintendent’s Capstone Course.
Dr. Yasmine Kalkstein is an Associate Professor in the Simon Center for Professional Military Ethic (SCPME) at the United States Military Academy, where she focuses on the character development of future military officers, academic integration, and faculty development. She also teaches for the Department of Behavioral Sciences and Leadership.
