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                 me, I have never had an issue or felt uncomfortable working with Soldiers of various cultures. With this, the Army consistently promotes diversity through multiple venues and their promotions of equal opportunity. For example, the Army routinely holds events such as Black History Month and Asian Heritage Month. These observances enable leaders to interact with current and future Soldiers from different cultures. The Army’s constant promotion of diversity represents its stance and zero tolerance for discrimination or bias. As a leader in the Army, I do not tolerate any prejudice or bias, and I most certainly would not accept it to avoid conflict. The best way to combat discrimination and prejudice is to address them. I try to place myself in the shoes of others and ask myself, “How would that make me feel if I were being treated like that?” Furthermore,
I have tried to synchronize my beliefs with those of my organization because not only do I support my organization, I believe everyone deserves the opportunity to progress.
Way Ahead
The more the Army is inclusive of diverse backgrounds, the more connected we become with the Trainees we serve. As the nation’s demographics continue to evolve, the Army must position itself
to capitalize on the broad range of talent. For the Army to remain the globally dominant fighting force well into the next century, we must reach out to these diverse communities and compete for top talent. The demographic composition of the nation is changing, creating a more diverse talent pool for military accessions. Due to the significant amount of time it takes to grow senior Army leaders, it is essential that we act now to tap into that diverse talent pool. As substantial numbers of the force
are becoming retirement eligible and the Army faces a drawdown, we are presented with a window of opportunity to shape our future leadership by ensuring access to a diverse talent pool with the skills necessary to meet future demands. Strong leadership commitment is essential to ensure the Army has a force that reflects the best of the citizens it serves today and in the future. In this battle
for talent, we must focus our efforts on emerging diverse markets to successfully attract, recruit,
and retain a highly skilled workforce capable of meeting current and future readiness and mission requirements. Valuing diversity is not simply the
right thing to do. Leveraging diversity ensures we maintain the competitive advantage – an adaptable, innovative Army capable of meeting current and future operational demands.
I realize that while I support diversity, we as leaders do not always seek opportunities to become more diverse or seek out knowledge about diverse groups. Thus, it is necessary to have an action
plan to expand our understanding and support
for diverse groups. The first thing leaders need to do is identify the groups we need to expand our knowledge about. These groups include but are not limited to: gay, lesbian, bisexual, and transgender. We specifically need to increase our understanding of these groups because they are generalized
and rolled-up into one category more often than not. Therefore, to understand someone fully
that identifies with one of these groups, we must understand their differences. The second thing we need to do differently is to educate leaders on the history of diversity. By doing so, we will understand diversity from a historical perspective and, hopefully, help with where it is going. By gaining knowledge such as this, it helps identify where certain attitudes stem from and possibly, what we can do to impact positive change.
Finally, the last thing we as leaders need to do differently is to attend and participate in events that promote diversity. Through participation, we can attain resources, network with organizations and individuals, and learn best practices. This methodology will pay huge dividends because it shows support and provides an encounter that cannot be acquired through reading and annual training requirements.
How can we teach and build team cohesion amongst the trainee, given the challenge our society and Army face with DEI? It’s simple we as leaders must embrace Diversity, Equity, and Inclusion amongst ourselves and lead from the front.
1SG Moore is the First Sergeant of Charlie Company, 120th Adjutant General Battalion (Reception), 193rd Infantry Brigade.
DEI
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