Will this revelation do irreparable harm to the Operation Honour MO? Will the troops be tuning out senior officers speeches with the thought of "Screw them! They tell us not to be a POS but act like POS themselves."
It's OK, OP HONOUR is only the latest in a string of superficially effective programs aimed at improving the CAF. You can identify these programs because they are usually heralded by a flurry of 'we won't stand for this kind of thing anymore' statements, then followed up with a meaningless online self-test and not much more.
Lest we think the CAF are alone in experiencing this kind of leadership chaos, here's a good article about that kind of thing:
Why Leadership Development Isn’t Developing Leaders
Too many business leaders today are out of touch with the employees they lead. Edelman estimates that
one in three employees doesn’t trust their employer — despite the fact that billions are
spent every year on leadership development. Part of the problem: Our primary method of developing leaders is antithetical to the type of leadership we need.
The vast majority of leadership programs are set curricula delivered through classroom-taught, rationally based, individual-focused methods. Participants are taken out of their day-to-day workplaces to be inspired by expert faculty, work on case studies, receive personal feedback, and take away the latest leadership thinking (and badges for their résumés). Yet study after study,
including my own, tells us the qualities that leaders in today’s world need are intuitive, dynamic, collaborative, and grounded in
here-and-now emotional intelligence.
The mismatch between leadership development as it exists and what leaders actually need is enormous and widening. What would work better?
Over the last 16 years I have carried out
research into
how leaders create change, and I’ve worked in the change leadership field for 25 years in multinational corporations. Over that time, I’ve come to appreciate four factors that lie at the heart of good, practical leadership development: making it experiential; influencing participants’ “being,” not just their “doing”; placing it into its wider, systemic context; and enrolling faculty who act less as experts and more as Sherpas.
And how to fix it.
hbr.org