Military Review English Edition November-December 2014 | Page 103

LOYAL DISSENT

If the leader chooses not to adopt a suggestion, he or she should still provide the loyally
dissenting subordinate feedback on his or her
idea. Tell the subordinate why you do not want
to act on their advice, when the time is appropriate. When leaders act on loyal dissent, even
if they only acknowledge its receipt and commend the subordinate for providing it, they increase their reputation as fair and open-minded.16 Consider the courage a subordinate must
have to muster to tell a commander, respectfully, that the unit is off course. When leaders
respectfully acknowledge this loyal dissent, and
Defense Secretary Robert M. Gates speaks to a group of 84 senior cadets
especially when they implement prudent ideas
majoring in Advanced National Security Studies at the United States
from subordinates, this follow-up can dramatiMilitary Academy at West Point, N.Y., 21 April 2008. Gates remarked, “I
cally increase the loyalty and commitment of of
should note that during my time as secretary, I have been impressed by the
every soldier. Additionally, recommendations
way the Army’s professional journals allow some of our brightest and most
innovative officers to critique—sometimes bluntly—the way the service
by loyal dissenters that are actually implementdoes business; to include judgments about senior leadership, both military
ed serve to empower subordinates and engenand civilian. I believe this is a sign of institutional vitality and health and
der deeper individual commitment and unit
strength. I encourage you to take on the mantle of fearless, thoughtful, but
cohesion without undermining essential unit
loyal dissent when the situation calls for it. And agree with the articles or
discipline.
not, senior officers should embrace such dissent as healthy dialogue and
protect and advance those considerably more junior who are taking on that
Third, leaders must adjust the unit’s
mantle.”
on-boarding experiences to encourage loyal
(Photo by Cherie Cullen, Department of Defense)
dissent. It is during the on-boarding process
that new soldiers are taught the “correct way
generally interested in their respectfully dissenting
to perceive, think, act, and feel,” while learning the
opinions. If this does not happen, the process will
unit’s culture and norms.17 During this phase, leaders
quickly become counterproductive as leaders react
must explain to their subordinates how to successfully
poorly to it and send c lear non-verbal signals that they and loyally dissent, when to speak up, and how to best
do not really like it, no matter if their words indicate
do it in their formation. Group norms taught during
to the contrary.
on-boarding experiences are used to foster collaboraNext, leaders must act in some way on the loyal dis- tion and assist the leader in getting the most out of his
sent their subordinates provide them. A leader must
or her team.18 During this on-boarding period, leaders
take some minimal action, even if he or she chooses
must also help subordinates understand when it is
not to implement the suggested change or modify the
appropriate to simply remain silent. In this way, we
suggested policy. Acknowledging the dissent is enough, leverage loyal dissent at all levels, demonstrating that it
or telling the subordinate that you will consider his or
is not just the purview of senior officers and NCOs.
her proposal.
Taking steps to institutionalize the process demonIn contrast, taking no action at all sends a clear
strates that loyal dissent, undertaken at the approsignal, not only to the loyal dissenter who has had the
priate time, is not inconsistent with good military
temerity to approach his or her boss, but to all those in discipline and actually supports the chain-of-comthe unit who are watching. By taking no action, a lead- mand. When properly executed, it is the epitome of
er is communicating that he or she is not really serious
good followership and demonstrates true loyalty to
about any commitment to consideration of dissenting
our leaders. A unit’s norms relative to loyal dissent
opinions and may even be disingenuous by feigning
promulgated during the on-boarding experience can
that he or she is so, undermining leader credibility.
set conditions for success with far reaching effects.
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