At the risk of ignoring those who can cite other comparable leaders, I want to spend a couple of sentences commenting on the respect I am hearing following news of the passing of General Al Gray, Commandant of the Marine Corps between 1987 and 1991. I confes
s I never met him. I noted to my husband this morning that I am yet to read a harsh or even negative word about him from the many nay-sayers I read on a variety of daily topics. That in and of itself is a goal each of us harbours but almost never achieves.
My husband, who served with Marines but not as a Marine, paused briefly. He then told me of hearing Gray, the 20th Commandant, speak at the Naval War College in the waning years of the Cold War. My husband is a tough, tough evaluator as he held himself and those he worked with to high standards in light of what they did as professionals for the nation. When he issues criticism, it is eloquent but often whithering. He is the last person to pass out praise the way we so often pass out commendations these days, apparently because we fear not doing so will ‘hurt feelings’ as an Army faculty member explained painfully at National fifteen years ago.
‘Al Gray gave the best speech I ever heard a four star give’, my husband stated unequivocably.
Whoa. No caveats. Simple, direct positive evaluation of a speech. It was simply inspiring and clear.
Gray, born in Rahway, New Jersey in 1928, joined as a private before earning a commission as an officer in the late 1950s. He earned a Silver Star in Vietnam before assuming general’s starts in the 1980s. His career could have ended in 1983 when the Marines in his command suffered such horrible loss in Beirut on 23 October but Gray was not responsible for the decision to deploy in such a vulnerable position; internal strife between Ronald Reagan’s Secretaries of State and Defense led to that debacle. But 241 people, many Marines, died that day.
What I read most often about Gray was his personality as a ‘Marine’s marine’ whether it was attending a charity golf tournement, with five Sargeants Major of the Corps by his side, until he was 93 years old, or his gruff and direct manner of speaking. I suspect that was a man who did not hide behind the mounds of superfluous paper on a desk in the Pentagon but someone who got out to hear what Corporals, Lieutenant Colonels, and everyone else in the Corps wanted to discuss. He probably heard about the disagreements regarding the implications of Goldwater-Nichols creating a ‘joint force’ the year before he became The Commandant. He likely listened to those who married so young worrying about the stress on their families as the financial and psychic tensions ebbed and flowed during their tours. He encouraged Marines to value professional military education, which in my experience the Corps overwhelmingly embraced more than any other service.
One fellow in a chat room where I belong praised Gray’s acumen for raising the Marine Corps focus from tactical to strategic concerns a generation after Vietnam finally ended. Gray will be the man most credited or blamed for his support for the Osprey, a plane still drawing much controversy. He took it all in stride, seemingly unapologetically from what I read.
As an outsider, I have to wonder if part of the respect for Gray is also because his successor thirty plus years later, General David Berger, incited such approbrium for introducing unwelcome reform to the Corps. The disagreements on his moves were profoundly painful as people splintered on whether he was a deep thinker with a needed vision versus a man setting the Corps on a path to obliteration under the pressures of a ‘woke’ administration. Gray was certainly decisive but he also served in an era where Americans unquestionably saw themselves as victorious in the greatest challenge in the second half of the twentieth century. I do not envy the current Commandant, Eric Smith, whose own tenure has not only the same questions about the future but the additional burden of his heart attack so early in his tour. Context and assumptions matter—and actions create consequences.
Americans love leaders who convince us of our own strength, wisdom, ad ability to defeat adversaries in the future. General Gray also had that human persona we crave when recalling we are all mortals with strengths and weaknesses. The respect he garnered was remarkable in this era of disdain.
What leaders do you see in your field? Why specifically do you respect those you do? I am genuinely curious on this as we need uniting personalities rather than dividing ones to move us forward as a world.
My photograph below is a personal accomplishment as I sought to satisfy one of my husband’s favourite foods. Luckily, both he and Harry Truman (yes, the cat) are devouring the mandelbread. I was concerned but I am glad I didn’t toss it halfway through when I thought I had screwed it up. Whew.
Be well and be safe. FIN
Drew Lawrence, ‘Marines Fly Flags at Half-Mast after Revered Former Commandant Al Gray Dies at 95’, military.com, 20 March 2024, retrieved at https://www.military.com/daily-news/2024/03/20/marines-marine-29th-marine-commandant-al-gray-who-wrote-warfighting-doctrine-dies-95.html
What a great tale. Yes, we learn a lot feom failures. I was just so struck that I hear none of the backbiting about Gray that I hear about everyone else..
Ah yes... thoughts on leadership and inspiring leaders we've encountered. Where to begin... because this would have the potential of being an overly long comment. So I'll sum it up in this way. First, I've learned almost as much from poor leaders as I have from great ones. Every time I heard myself saying: "I'd never make that decision...." it usually came from watching failed leadership in action. And I had plenty of opportunities to walk away from bad decisions over 33 years based on those early learning lessons.
Too many books to count have been written on leadership... some even by people who've never been in true leadership positions with the weight of responsibility that goes with it. I don't spend much time with those books. And of course, the great leaders have tons of lessons-to-live by that worked for them in that time and place. I don't think the question of "are leaders born or made" has ever really been answered or proven. "It's an art... no wait...it's a science." "I know it when I see it..." We could be here for weeks.
The one leader (and mentor) in my career that I truly respected and who inspired me had one very specific character trait that stood out among all others. It was selflessness. I first met him when he was a Lt Col and I was a Captain (Air Force). In one of our first conversations, he flat out said: "I don't know how I got here... I never thought I'd make Major let alone Lt Col." When he made Colonel he had the same comment. He retired as a Brigadier General after leading a 3500+ unit comprised of active duty and civilian personnel stationed all over the globe. I was fortunate to be assigned as his Executive Officer for a year and in that role, saw him up close and in action daily. I saw his highs and his lows. He confided in me based on the trust I had built. When he was selected for Brigadier General, I genuinely believe he wasn't sure how he got there.
He lived very much "in the moment." That's not to say he wasn't a great strategic thinker. It's just that his forte was dealing with the day-to-day minutia then moving on. He got frustrated at times...but nothing ever rattled him. He was the king of the 5 word email... short and to the point. He was honest and direct. On several occasions he provided me instant and direct feedback as in: "Jim... that was... uh.... that wasn't good. You can do better." It was like my father telling me how disappointed he was in me. I'd rather be hit over the head with a 2x4 versus hearing those words. He was truly a servant leader (a term that gets thrown around a lot)... but he was the epitome of the term. I honestly believe he never thought about "what's next in my career..." His sole focus was on doing the job he had the best he could in order to serve those under his Command.
When I retired from active duty...I asked him to preside over my ceremony. I was a bit nervous since as his Exec, I had written tons of speeches for him in the past. He was great behind the podium but only in one of two situations... either reading from a written speech... or going completely contemporaneously. When he tried to mix the two... well it was... uh... it wasn't good. And I told him that. I offered to write a speech for him for my retirement. His 5 word email response was: "No thanks. I've got it." And he did! He nailed it and brought me to tears in front of a room-full of family, friends and co-workers. I owe a great deal to him and his years of mentorship. The best way I found to repay that debt was to try and be the inspiring leadership example he was to all I had the pleasure of working with.
Thanks for providing a thought and memory provoking piece!