Tuesday, August 25, 2015

FSAOF - Rules of Engagement Article One

Leadership bullying, misappropriation of FSAOF designated gifts, the complexity of computer-mediated communication (CMC) and the ‘silencing-shunning’ of SA officers and soldiers will be addressed in the next several articles.

In the process of completing article number One yesterday morning my wife’s surgeon telephoned requesting the she come directly to the hospital for additional tests and screening. The test results were needed for two pre-surgery consultant sessions today – hence my blog writing agenda and all other personal plans were canceled yesterday. Today has begun in similar fashions with an eight AM departure for more tests at the Liverpool Royal, and if there is an article posted later today it will be in a very abbreviated fashion.

Having surveyed thousands of people on what they want in their leaders, in someone they would willingly follow, the quality of being forward-looking is second only to being honest as their most admired leader quality (p. 46, The Truth About Leadership).

The FSAOF (I) was recently accused of airing grievances against TSA publically on Facebook (and) encouraging/allowing them to be discussed openly.

If you saw the FB exchange you’ll know that the allegation is false, unwarranted and without any merit. We knew nothing of any such allegation until a few days ago and see it as further intentional bullying and slurs that have been ongoing in that SA Division for well over a year.

One of many neutral FSAOF FB comments stipulated that we will not allow SA leaders or units to hijack funds donated by us as ‘designated gifts’. The FSAOF has worked directly with SA officers and soldiers in many Divisions/ Commands, with the full knowledge of their corps’/centre's command officers providing practical support in the form of dental/ medical equipment, musical instruments, uniforms and financial support in totaling more than $100,000.00.  These were ‘designated gifts’ and how the internal SA reporting was conducted is outside our control, although all gifts received were acknowledged with thanks, and in writing to the FSAOF (Board of Directors).

Any public grievances expressed were by persons responding to the FB generated banter AND none of it from FSAOF spokespersons.

We have also been accused of circumventing SA regulations by encouraging Salvation Army project recipients to either receive money and use it without declaring it to their superiors, (which is against regulations) or to ignore regulations.

Again, the FSAOF has never ‘ignored or bypassed’ SA regulations at any time nor have we ever suggested that SA leaders do so!

We are completely independent of the SA and its dictates and operate in line with our own approved regulations. In fact, this was clearly understood and substantiated in comments made by the SA unit who made the unfounded allegation: “…. no SA officers and no corps or Salvation Army centres are independent or free of Salvation Army regulations, as they are not an independent organizations as is the  FSAOF.”

Public and private Face-Book chat message exchanges with the FSAOF the last thirty days reveal a very unattractive characteristic of local SA corporate culture in relatively small commands, witnessed by many, as their first choice of communication format is the FB public space. Some of the cyberspace messengers moved quickly and vaporized their posts, vies-a-vies Hillary; wiped them clean. For the record - the FSAOF has all of the 'private' chats saved in our archives reminding us of the factual communications - none will ever be shared by us.

Their hard-driving ‘corporate’ bullying caused many of their national colleagues to question whether similar callous management practices are allowed to be played out in other or their home territories. (will be dealt with in article 3.)

Critics of the FSAOF regular procedures know full well to whom donations are targeted, the intent and purposes. And perhaps a reminder needs to be shared; we, FSAOF members, have been there, ‘done that’, and recognize better than most how to effect support efficiently and with minimum impact on resources, ours and theirs. And all donations are recorded to our Financial Secretary who was educated and worked as an accountant in the USA subsequent to resigning from officership. All FSAOF financial reports, monthly, quarterly and annual are shared openly with the many hundred FSAOF members and any and all other interested parties. (will be dealt with in article 2)

End Part One

Sven Ljungholm


Anonymous said...

We left under Gods direction - With plans to join a different church and for [my husband] to Pastor --

We literally came to a spiritual battle - we could no longer co-exist with administration because we became aware and privy to some situations that demonstrated a less than biblical/Christian response as standard practice. We were not perfect - still are not -- And I mean no disrespect to anybody in the following of their calling. We have a few friends still associated with the Army -

One officer though let me know that we were not entitled to nor did we deserve the support nor fellowship of folks in the Army.
USA CH Central

Anonymous said...

We do a lot of good things for a lot of people. Our officers work hard, day in and day out. When we see people who are blatantly wicked, sometimes we will tell them that they cannot come around. We have gone through many hardships, in Jesus name and many of us have not grown weary.

However, we have lost our first love. We have taken our love for Jesus and traded it for contracts, fame and fortune. We have fallen into the trap of bigger buildings and larger budgets. WAKE UP. Turn away from these things. While they are good for helping people out, they tend to pull us into a compromised position. Is it any wonder that the majority of people in our cities in America do not even know that we conduct services on Sunday morning. We are so busy doing, that we have forgotten who we do it for.

Personally, I believe that until we return to our first love, we will only find that our officer membership will keep dwindling and we will continue to close corps that were once thriving.
Former officer USA

Anonymous said...

Leaders are focusing on programs more than people. If the TC were to ask me I would tell him that the Army needs to have more compassion and less legalism towards its officers. More team building and less dictates.
Active officer

Anonymous said...

I know that the FSAOF sometimes reference the HBR - here are some insight that fit this current debate to a tee!

"Is anyone really an individual contributor at work anymore? I think not. Pretty much everything we do is done with others in groups. We’re tasked with planning and completing projects together. We negotiate roles and resources. We talk to one another—or text, tweet, email—and sometimes we listen, too. We’re dependent on and beholden to people above, around, and below us for collective success. We develop habits, over time, that dictate how we behave with one another. Add this up and you’ve got the definition of team: people who share a common purpose and goal, who have distinct roles and responsibilities, and who adhere to certain rules of interaction. Teams are everywhere at work. Sadly, though, most of them aren’t terribly effective—or fun.

How can we improve teams? How can we make them an aspect of work that contributes to our happiness rather than adding to our misery?

To start, we need to pay more attention to how important teams really are in the workplace. In most organizations, there’s a subtle undervaluing of teams. For example, while many companies nod to team-oriented behavior in performance management systems, it is not uncommon for this line item to be divorced from rewards and compensation. This reinforces the notion that we don’t have to pay attention to teams or teamwork (after all, we aren’t rewarded for it). What ends up happening, then, is that teams wither on the vine, at best. At worst, people—team members or leaders—are free to engage in bad behavior which leads to dysfunction, less than optimal results, and miserable team members. It doesn’t take much to blow up a team like this…and many of us have done it.

Forget your emotional intelligence (EI) and let your amygdala do the talking: Act on feelings and impulses, and don’t filter what you signal, say or do. Don’t let pesky things like social constraints or norms get in the way. Get really pissed off—and stay that way—when someone gets more than you do. Stereotype people who are different from you. Say what’s on your mind then excuse your behavior by telling people that you’re just honest and transparent, which maybe you are, but you’re also just being mean, and if it’s your direct reports, you’re bullying. Unfortunately, given the stress that people deal with at work today, an awful lot of people are walking around in a permanent state of amygdala hijack."


Thank you Jeff, you've thrown a spanner into my thinking process! lol In fact it's amygdala related; that 'almond-shaped mass of gray matter in the front part of the temporal lobe of the cerebrum that is part of the limbic system and is involved in the processing and expression of emotions, especially anger and fear.'

Your post will force me to search for another HBR article focusing on emotional intelligence, a factor (article) that we will all find informative and worthy of inducing into our modus operandi.

If I find the article it will be injected as article I A in the current series.