When I was an Officer, I spoke like an Officer, thought like an Officer, and reasoned like an Officer. When I became a former, I .....?
Forgive me Paul for the paraphrase, but it seemed like a classic statement to address some of the issues that we face. I was so proud to wear the red epaulettes and as a Major, felt very much part of the ‘culture’ that really defined who I was, and there was an element in my character that wanted to shout from the roof of the Citadel ‘Hey! This is me and I am having a good time’. I really loved what I did, what I was involved with, and what I believed was the difference I was making in the lives of people in my Corps, and local community. I never had the ‘success’ that some of you had as far as souls lining the Mercy Seat, was concerned, and I actually knew the officer who responded to the DC’s call on Monday morning asking about how many people were at the meeting on Sunday? 135 said the CO; and how many ‘decisions’ did you have? 135 said the CO; they all said no! On the serious side one of my hero’s was the elderly Brigadier (I would be happy to name him) who was appointed to a dying Corps that was not far from the grave and every Sunday for many months he prepared a sermon that he delivered to his wife and two –three soldiers; always with an alter call. Hero’s sometimes take on superhuman proportions and, for me, he is one of them. I was also proud that we wore the same uniform and I sat next to him at Officers Councils, because of that we were brothers in far more than name.
I have no doubt that for me, being an officer was all that I hoped for as I tried to change the world.
But now I am a former and all that is in my past. However I am now like many of you and we share another very significant fellowship, and although so many of you are anonymous, I still value your presence and the encouragement that can be found in a group of like minded (almost) people that I can connect with. There are many things that bind us together in a very special bond but one that is so prevalent in many of the responses to some of the articles is that we all share a pain that seems not to go away very easily. It would be a long article that tries to explain the variety of pain, where it comes from, how it manifests itself and how it affects the people we love and who love us, but I wonder if it is possible to explore how this pain is coped with.
There are various stereotypes in all areas of life with varying professions and we need to guard against what sometimes seems to be that this pain is unique to us formers, it’s not. Over the years I have come across many people, in many different professions who have been damaged by their profession, sometimes how it was terminated and some by the fact that they did not know how to deal with the pain in their current situation. So we are not unique, but it is our pain and we need to be able to somehow cope with it.
"Fletch"Peter Fletcher
Former
Australia
5 comments:
Yes , Fletch as formers many of us have much in common. A common thread that I often see is the feeling that those who are still officers ( including leadership ) seem to neglect former officers in various ways.I am not complaining, but this is what is reported and it is what I have seen. I was somewhat prepared because I left officership eleven years ago for one year, so I knew to an extent what to expect. I know that now I am no longer an officer (my choice )but Christ still loves me and that I can still use my gifts and talents for Him and for His Kingdom.
We do need to be encouragers of one another.As many differences and diversity we still have many things in common. We are formers.
We have feelings. We sometimes have pain. Most of the pain is not of our doing . Some of it is.
I have swallowed alot of pain , but The Savior was there to guide me and bring healing.
Thank you for what you share and your concern for others. I look forward to part 2 of your writing.
USA East, Robert Deidrick, residing in Arizona.
Some six years ago research and discovery into emotional pain in the work place suggested how organizations might change the mind set of its leaders.
Frost, a South African professor residing in Canada is the author of Toxic Emotions published by Harvard Business School Press. The book examines how organizations and their leaders cause emotional pain, how that pain affects performance and how to alleviate the pain before it becomes toxic.
In Toxic Emotions at Work, Frost identifies emotional pain and sources of toxicity in organizations. He details the work of the “toxin handler” -- those managers or staff members who step into toxic situations and help heal the people who are hurting.
“Organizations reduce work to numbers and things and forget about people,” he says. “That process dehumanizes the equation… I want toxicity to become part of the agenda for discussion in organizations. I want organizations to ask ‘what can we do to mitigate this pain?’”
“A lot of the rhetoric around leadership has been heroic but it’s been heroic without examining the consequences,” Frost explains. “It focuses on charisma, on the positive effects. The idea that there is pain and somehow it’s been created in an organization doesn’t bear telling."
“One of the things that attracted me to organizational culture was that it brought expressions and emotions to the table. Prior to that, behaviour was assessed by stimulus and response, then by cognitive factors.
“But it’s not just the head. It’s not just the hands. It’s also the heart.”
While emotional engagement has guided his research, Frost says it is equally important in how he conducts his teaching and his life. It comes as no surprise that a coffee mug on his desk carries the message, “Teaching is a journey into the mind through the heart.”
Perhaps Frost would allow; "Officership is a journey into the mind through the heart,” or "Leadership's road in providing healing is a journey into the mind through the heart.”
Thank you Fletch for your willingness to share of yourself so regularly.
Thank you Fletch, for your excellent article once again. I look forward to part two.
As I read I am reminded of the story of the man with two sons. Better known as the 'Prodigal Son'. One is honest and goes. The other, perhaps somewhat dishonest remains, complaining, bitter, and maybe frightened of the consequences of leaving. Sometimes as active Officers I think we have to check ourselves and make sure we are not the elder brother in this story, living with on-going pain but too frightened to do something about it. Sometimes better the devil you know than the devil you don't.
Changing the subject somewhat. I was glancing through the Church Times (Anglican) recently and as I did so came across a list of names and address of ministers about to move, retire or resign all in the same column. Maybe we, The Salvation Army need to learn to treat people with the same respect, dignity and gratitude.
Active UKT
Thank you active UK
You are right we have all received the farewell orders and had to use the telephone to find out where all our mates were going. Once upon a time I found a document on my table when I asked someone about their impending retirement and out of the blue this document was on my table outling all the retirements for the next ten years. It was very a very precious document and I felt a littl bit like a 'deepthroat' having this sacredly secret information. Yes it would be nice if our leaders thought of these things, but I am proving in these times ytou get what you expect and maybe we (I really mean 'actives' in that we, should tell us what we expect of them rather than looking to the Anglicans for guidance. The oifficer body has so much more power than it realises and most of our leaders are reasonable people and respond reasonably, to reasonable requests. Get all your 'active' mates to start writing letters rather than hoping that some leader will read your words and can it before it starts. We have a good History of this quiet (and not so quiet)rebellion and very successful as well, or we would still have a Booth as General.
Read
Part 2 and see what you can do?
Cheers
Perhaps I need to read Toxic Emotions at Work.
We are in a strange situation right now with all the budget cuts and recession. My little area has had two permanent staff moved over to it, had 4 new part time staff added and been moved to different supervisors twice in a month. Nothing is clearly defined. Three different people are telling us what to do. Be flexible they say. Just this morning the super from the first move we had brought over someone for me to train. We are trying but I believe they have crossed the line into chaos.
I find myself in the role of cheerleader, just trying to maintain some semblance of order and enthusiasm when even I don't have any at this point.
As always, I am thankful for both Fletch and Sven and their insights. They offer so much that I take into my heart and day to day life. In the vernacular the 60's and 70's...keep on keepin' on fellas.
Looking forward to part two...d
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