The Role of the Senior Appointed CPO1/CWO in the Promotion of a Culture of Leadership, Respect and Honour

Aim

Canada’s defence policy, “Strong, Secure, Engaged” (SSE) describes specific initiatives related to the promotion of a culture of leadership, respect and honour in the Canadian Armed Forces (CAF). This paper describes how an effective Senior Appointed CPO1/CWO can wield institutional influence, positional power and leadership ability to successfully promote a culture of leadership, respect and honour in the CAF.

Introduction

This research paper will discuss “Promoting a Culture of Leadership, Respect and Honour”. This topic is especially worthy of more in-depth study by a student of this program given the institutional role of the senior appointed Chief Petty Officer 1st Class/Chief Warrant Officer (SA CPO1/CWO) and the rising importance of culture evolution in the CAF with emphasis on “addressing systemic misconduct and to advance positive culture change within the Defence Team” (National Defence, 2024).

This research paper will consist of two parts. The first part will briefly introduce and describe four specific initiatives directed in SSE to address this topic, including a synopsis of the current state of progress and a short analysis of the institutional effect that has been produced to date. The second part of this paper will provide a more in-depth analysis of the role of the SA CPO1/CWO concerning this important topic. Although SSE describes these four specific initiatives, the second part of this paper will intend to describe ways that institutional leaders (namely the SA CPO1/CWO) can help to facilitate the elimination of harmful behaviours, harassment and discrimination in the workplace. In orientation with the CAF Effectiveness Model (DND, 2005), this paper will describe several processes and supporting organizations that exist in the CAF today, all of which must be well-understood and well-supported by the SA CPO1/CWO.

Discussion/Analysis

Part 1 – SSE Initiatives 18 through 21 – Orientation, Key Facts, Context, and Update

Canada’s Defence Policy, “Strong, Secure, Engaged” was released in 2017 by the Liberal government (DND, 2017). This new and updated policy replaced the 2008 “Canada First” Defence Policy (DND, 2008). Although there were similarities in aspirations for doctrine and force increases and equipment modernization, such as replacements for the CF-18 and the CP-140 (DND, 2008, p. 4), a major update to policy direction in SSE was a new importance placed on the focus on the human domain of the Canadian Armed Forces. Specifically, SSE directs initiatives directed towards “Promoting a Culture of Leadership, Respect and Honour” (DND, 2017, p. 108). These initiatives are (by number):

18. implementation of the Deschamps report, Operation HONOUR;
19. provision of victim/survivor support services to CAF members;
20. simplification of the harassment complaint process; and
21. open/transparent communication to Canadians and CAF members on this issue.

These four initiatives provided direction to the Department of National Defence (DND) and the CAF to address rising concerns of culture in the CAF, particularly regarding sexual misconduct and harassment, as was being highlighted in media and reported by ex-chief justice Marie Deschamps in the External Review into Sexual Misconduct and Sexual Harassment in the Canadian Armed Forces (Deschamps, 2015). Following the release of this report in 2015, the Chief of the Defence Staff (CDS) stood up the “CAF Strategic Response Team on Sexual Misconduct” (CRST-SM) (DND, 2015). This team was tasked to develop an action plan to implement the Deschamps recommendations, with the overarching task to “…improve its [CAF] culture of dignity and respect for all the men and women of the CAF, ensuring that the highest professional standards are maintained” (DND, 2015, p. 10). SSE followed in 2017 and contained therein the four subject initiatives (18 through 21), which provided foundational policy support to the CRST-SM to continue with their task.

Between 2015 and 2021 there was much progress made by this team and by the greater DND/CAF institution towards answering the Deschamps recommendations, including the launching of Operation HONOUR (DND, 2022) and the standing up of the Sexual Misconduct Response Center (SMRC) (DND, 2023). Although progress was made, stories of continued cultural issues and sexual misconduct persisted and were reported in the media. In fact, in the SMRC annual report for 2021 it was noted by the CDS that the CAF would close Operation HONOUR, and “…harvest what worked and develop a plan to go forward” (CBC, Campaign to end sexual harassment in Canadian Armed Forces shut down, 2021) it was widely felt that many of the recommendations were not being adequately addressed, further reinforced when the government deemed it necessary in 2021 to launch a second external probe related to CAF culture under former supreme court justice Louise Arbour. This would become known as “the Arbour Report” (CBC, 2021). The two external reviews and the action plan of the CRST-SM all note the same general concerns regarding a troubled culture of leadership, respect, and honour. It is interesting to note that even though there was a high level of institutional commitment towards change, there was, and remains to be, a continued need to reinvest and reinvigorate initiatives and directives related to continued evolution in these areas within our CAF institution.

The four subject initiatives (18 through 21) are continuing to be addressed today, seven years post-SSE and nine since the original Deschamps report. It has been revealed during research into this paper that any attempt to truly detail specific progress made for each of these initiatives would require a forensic audit of a timeline marked with overlapping direction and frequently updated policy and leadership that would exceed the scope of this paper. In the interest of maintaining focus on the scope of this assignment, it will suffice to describe the peak highlights of progress in these initiatives to date, understandably bypassing and/or summarizing a nearly decade-long timeline of successes and failures that led us to our current state.

As a summarized close to this part, some high-level key updates (not all-encompassing) of progress-to-date regarding the evolution of culture and addressing of creating a culture of leadership, respect and honour in the CAF are:

• In 2021, the close of Operation HONOUR and the stand up of a new level one organization in the CAF – Chief of Professional Conduct and Culture, “to unify and integrate all associated culture change activities across the DND/CAF” (DND, 2023);
• In the provision of increased victim and survivor support, the transfer of criminal code sexual offences to civilian authorities and associated changes and updates to overarching policy and orders (DND, Governance and Military Justice - Update on Arbour Recommendations, 2022)
• In 2024, in continued efforts to simplify the harassment process for the CAF, and in answer to recommendations in the Deschamps and Arbour reports, DND modernized the grievance and harassment processes, allowed CAF members to have agency as to how to report perceived cases and aligned previously separated processes related to human rights, alternative dispute resolution and grievance processes into a single support service, “Conflict Solutions and Services (CSS)” to address workplace conflict (DND, Conflict resolution, harassment and grievance, 2024)
• To communicate openly with Canadians, there have been regularly released plain-language updates regarding progress towards improving the culture of the CAF, as well as open support to access to information requests (DND, 2022; DND, 2023a; DND 2023b).

During the past seven years since SSE, a colossal amount of work has been completed towards initiatives 18 through 21, but much work remains to continue to successfully address our CAF culture with regard to leadership, respect and honour. There is much more that can be done to support from the perspective of SA CPO1/CWO to ensure that the true foundation of culture in the CAF is supported.

Part 2 – SA CPO1/CWO Leadership Responsibilities & the CAF effectiveness Model

SSE laid the policy groundwork to continue to answer to cultural issues that were noted in the CAF, in other words, SSE's direction was a reaction to an institutional condition that had arisen and flourished under the leadership of the CAF. Although society indeed continues to evolve, and it has been often discussed that we cannot attempt to apply the lens of today to yesterday’s behaviours and events, it is not reasonable to defend that sexual misconduct, exclusionary practices/processes, abuse of power or other heinous behaviours were ever accepted in our institution writ large. It can be argued that many of the conditions that were highlighted in the Arbour and Deschamps reports had their initial bloom under the absence of effective leadership throughout our organization. Many CAF members have witnessed or experienced circumstances indicative of a failure of leadership in our institution to meet behavioural challenges or unprofessionalism with a lack of determined vigour, examples include seeking postings for unsuitable members or brushing instances of poor behaviour under the carpet in the hopes that the behaviours would improve with time, as evidenced by recent class-action lawsuits related to racism, discrimination and sexual misconduct that we’ve witnessed in recent years. Belanger (2021) highlights that leadership is the core function of the CPO1/CWO, at all levels, and that the commander, in partnership with the CPO1/CWO, forms the final level of leadership “either at the tactical, operational or strategic level of employment” (p. 41). As is well understood and often discussed and expanded upon as part of the curriculum of professional development of the CAF NCM (PLQ, ILP, ALP, SLP), there is a difference between direct and indirect leadership ( (DND, 2007). The SA CPO1/CWO must effectively wield in-direct leadership and high levels of influence to positively promote a culture of leadership, respect and honour.

Systems thinking is the application of critical thinking skills toward “interpreting and understanding relationships among various systems and subsystems (DND, 2007, p. 27). If we are to apply the lens of systems thinking towards the SSE initiatives discussed in part 1, we can draw connections between the problems described in Initiatives 18 through 21 and the impact of the level of leadership that must have contributed to those outcomes. Professional, standardized, effective leadership must be applied evenly across the organization to ensure that all CAF members are held to the highest standards of accountability as defined in Duty with Honour (DND, 2003), Trusted to Serve (DND, 2022), and the latest release to come, Fighting Spirit (DND, 2024). Our members need to have a clear understanding of professional expectations, and our leadership needs to hold all members accountable, equally. Members need to feel supported; they need to have agency.

Leadership is people. In fact, SSE is introduced by: “Well-Supported, Diverse, Resilient People and Families” (DND, 2017). It is extremely pertinent that this section begins with the quote: “People are at the core of everything the Canadian Armed Forces does to deliver on its mandate” (p. 19). The SA CPO1/CWO represents leadership at the organizational and institutional level (DND, 2011), as such, the SA CPO1/CWO needs to lead the institution with deliberate intent, an intense focus and an unwavering compass; leadership at the SA level needs to lead with purpose and a vision, we need to orient our vision to a standard.

Conceptual Foundations (DND, 2005) introduces the framework of the CAF Effectiveness Model (p.19).

We can set our vision of leadership, respect and honour with deliberate intent by referencing the CAF Effectiveness Model as our compass and guide; we can harness our direct and in-direct leadership skills, paired with the influence of our senior positions, to build teams and partner them, not simply with other CAF units and formations, but beyond, to build a larger support network with other areas of our institution and external stakeholders to support our members and our institutional leadership.

Part 2a – Mission Success

Conceptual Foundations (2005) states that “Mission Success expresses the outcome of primary importance to the CAF and should normally take precedence in a leader’s thinking over all other considerations” (p. 19). For this paper, the primary outcome will focus on the leadership of the SA CPO1/CWO towards creating a foundation conducive to the support of a culture of leadership, respect and honour. Trusted to Serve (DND, 2022) and Fighting Spirit (DND, 2024) note that culture is a core foundation of the profession of arms. Leadership, respect and honour are key contributors to the culture of the profession of arms (DND, 2003) and each needs to be carefully considered by the SA CPO1/CWO in developing their approach to leadership. In developing, supporting and demanding these tenets in their actions, the SA CPO1/CWO can maintain a bright focus on ensuring the healthy foundation of a positive culture in the organization. As noted earlier, ultimately, leadership is about people. Effective leadership of people requires the cultivation and nurturing of trust (DND, 2022). Trusted to Serve (DND, 2022) describes the benefits of trust in the military concept, and directly links “trust” to the prioritization of strength of character and professional excellence (p. 9). In the case of promoting a culture of leadership, respect and honour, Mission Success demands the maintenance of trust (DND, 2007).

When we realign with the CAF Effectiveness Model, we can see that we need to consider team commitment as an enabling objective for mission success. Trust is required to build commitment in a team (member well-being and commitment); trust is therefore a key ingredient of team building. The SA CPO1/CWO must maintain a disciplined focus toward the cultivation and maintenance of institutional trust in all actions and decisions if they are to positively support the promotion of a culture of leadership, respect and honour in the CAF.

In summary, to ensure that the primary outcome of promoting a culture of leadership, respect and honour is achieved, the SA CPO1/CWO should:

• Ensure that each of the key tenets (leadership, respect and honour) are considered in interactions, communications and decision-making; and
• Constantly seek to cultivate and maintain trust in pursuit of enabling a healthy foundation of positive culture.

Part 2b – Internal Integration

Internal integration encompasses the efficiency of a team, it is the “coordination of a unit or system functioning” (DND, 2005, p. 20). The SA CPO1/CWO is an institutional leader and, as such, can play a critical role in “aligning organizational systems and procedures with the desired cultural outcome” (DND, 2007, p. 15). A SA CPO1/CWO is normally responsible for a formation of units. Each unit is unique, and normally each unit possesses its own culture, pride, initiatives and philosophies related to internal integration. At the formation level, with intent, the SA CPO1/CWO can influence each of those unit cultures and initiatives to align with those of the greater formation. To influence the direction of units the SA CPO1/CWO needs to be actively engaged with subordinate units, which should be accomplished via the CPO1/CWOs of each unit. Understandably, the CPO1/CWO at all levels of the institution are exceptionally busy and can become internally focused. If ignored, there is a risk that subordinate units within a formation may become stove-piped in their lines and teams, which can lead to a shotgun approach to formation leadership. An efficient CAF that promotes a culture of leadership, respect and honour needs to be aligned in intent, the CAF needs to be a networked, integrated and holistic institution that communicates well and contributes to an open and transparent systems approach (DND, 2007) and the SA CPO1/CWO has an important role to play in galvanizing the institutional system towards common intent. At the formation level, to avoid unit stove piping and to facilitate networking and an integrated approach the SA CPO1/CWO should prioritize the strengthening of the quality of the relationships of the CPO1s/CWOs in the formation. To foster leadership, energy needs to be invested towards building a cohesive group of CPO1s/CWOs in the formation based on trust and open communications amongst this group. Periodic meetings and face-to-face interactions are important to build trust, but equally important in today’s connected society is ensuring that the group of CPO1/CWO in the formation are connected and collaborating as often as possible. This can be accomplished via many mediums of communication, including email, telecon, MS Teams channels and/or third-party applications such as Messenger, Signal or WhatsApp. Open communication builds trust, and trust builds cohesion.

In summary, to positively affect internal integration in support of the promotion of a culture of leadership, respect and honour, the SA CPO1/CWO should:

• Seek to align cultures in the organization/formation through expression of intent;
• Prioritize the strengthening of the quality of relationships amongst tactical level CPO1s/CWOs; and
• Mitigate stove piping of units by promoting and nurturing CPO1/CWO networks, and seek opportunities for collaboration.

Part 2c – External Adaptability

External Adaptability describes the ability to combine teams in ever-larger organizations. In the CAF organizational construct, this concept refers to the “capacity to fit into the larger operating environment and to anticipate and adapt to change” (DND, 2005, p. 21). In a formation of multiple units, there needs to be consideration given to the inevitable cultural friction between individual unit identity and pride, formation direction and organizational adaptability and flexibility; units and formations need to be standardized enough to be interchangeable, a plug-and-play ability of units and formations to support ever-larger formations in the CAF. This requires a certain degree of deliberate standardization of processes and expectations in CAF organizations.

As described in Conceptual Foundations (DND, 2005), effective tactical CPO1/CWOs build external adaptability in their units through lateral communications and liaison. At the SA CPO1/CWO level, external adaptability is achieved through the development of a professional network of contacts that are necessary to prepare the respective formation to work as part of a combined or joint team. Furthermore, organizational processes and philosophies should mirror or complement those of the larger organization. The standardization of processes and professional expectations in the formation will not only ensure the posturing for external adaptability but will also build confidence in the formation of alignment and a standardized approach. Standardization results in a feeling of fairness and equality (Equity Theory, n.d.), which will in turn contribute to greater trust and cohesion in the organization.

The SA CPO1/CWO can support external adaptability by ensuring that subordinate units are aligned in their approach towards administrative processes such as pay administration, leave management philosophies, honours and awards nominations and unit commitments (ie. Parades, duty cycles etc). Moreover, processes such as remedial measures and disciplinary actions should have central oversight and be aligned with the formation, which should be, in turn, aligned laterally with other formations and higher. Together, with standards in process and accountability, we can better monitor members who have difficulty in meeting expectations of respect and honour as noted in Trusted to Serve (DND, 2022); there is room for much improvement in this regard. Institutional trust is strengthened when CAF members know that they are being held to the same expectations, within the confines of the same processes across the organization, which contributes to cohesion and thereby contributes to a culture of leadership, respect and honour in the CAF.

In summary, to positively affect external adaptability in support of the promotion of a culture of leadership, respect and honour, the SA CPO1/CWO should:

• Work to develop and nurture a professional network of contacts to prepare the formation to work as part of a combined or joint team; and
• Seek to standardize administrative policies, procedures and processes across the formation to align expectations and accountability.

Part 2d – Member Satisfaction and Commitment

As has been mentioned previously, leadership is about people. The CAF is a large organization that is driven towards a common goal; to enable mission success CAF members need to feel a strong sense of commitment to the organization. Conceptual Foundations and Leading the Institution (DND 2005; DND 2007) note specific areas of member satisfaction and commitment consideration at the institutional level of leadership. In consideration of contribution towards the promotion of a culture of leadership respect and honour the SA CPO1/CWO should seek ways to “enable individual and collective mechanisms of voice” (DND, 2005, p. 48). Open communication increases trust contributes to the credibility of the institutional leader and positively affects respect and honour in the workplace (DND, 2007). The SA CPO1/CWO should seek not only to interact with and support members but to promote the interaction, communication and support between members at all levels of the formation and units. Innovative ways to communicate should be sought, potentially seeking input from our most junior members (and thereby the most likely tech-savvy), to digitize and flatten communications and share information. If a member feels like they have agency in information, it will build organizational trust which will strengthen commitment and increase respect and honour in the CAF.

Conflict is inevitable in the human experience the CAF exists to meet conflict on behalf of Canadians. We need to be conflict managers and SA CPO1/CWOs need to master this area of expertise. The use of indirect leadership in managing conflict can promote increased trust and thereby help to promote a culture of respect and honour in the CAF. The SA CPO1/CWO needs to ensure that robust frameworks are in place with regard to grievances and mediation (DND, 2024). They need to communicate expectations to ensure that complaints are fairly resolved using standardized processes. CAF policies should be consulted, members’ rights should be promoted and communicated and support/resources from the organization should be allocated to members as needed.

Institutional leaders such as SA CPO1/CWOs must highlight supportive behaviours and foster the commitment of members by ensuring that there are standardized and transparent reward and recognition practices across the formation (DND, 2005). Equitable distribution of recognition should be paramount, recognition should be in the form of something of value to the members, and it should be awarded in public. Consideration should be given to unorthodox methods of soliciting nominations.

In summary, to positively affect member satisfaction in support of the promotion of a culture of leadership, respect and honour, the SA CPO1/CWO should:

• Seek ways to interact and communicate with members at all levels;
• Master the grievance system, and build a strong relationship with conflict management experts such as Conflict Solutions and Services (DND, 2024);
• Standardize expectations and ensure that conflicts are professionally managed and successfully mediated; and
• Facilitate equitable distribution of recognition across the formation.

Part 2e – Military Ethos

NCM Corps 2020 describes the vision of the Non-Commissioned Member Corps of 2020 as “military professionals serving Canada and devoted to the profession of arms” (DND, 2002, p. 3). SA CPO1/CWOs are the pinnacle of NCM professionalism and should strive always to exemplify our military ethos. As professionals, we need to invite open communication regarding professional expectations; we need to invite open conversation at all levels of the organization and be open to discussion with those who have different points of view. Fighting Spirit (DND, 2024) reinforces the importance of institutional identity and the encouragement of respectful expression of one’s personal identity at work. There is a balance to be maintained here, and the SA CPO1/CWO needs to ensure that the balance is considered. Military professionalism of CAF vs personal identity is possible, it simply needs to be managed openly and transparently. The SA CPO1/CWO needs to commit to building a network with external and internal supporting agencies such as defence advisory groups (DAGs) (DND, 2023), Positive Space Program (DND, 2022) and Sentinel (CFMWS, 2019) and actively promote their support within the formation.

Military ethos is reinforced by three ethical principles: respecting the dignity of others, service to Canada before self, and obeying and supporting lawful authority (DND, 2024). The SA CPO1/CWO should be keenly interested in ensuring that these three principles are openly discussed and that decisions are made with due consideration and consultation, doing so will contribute to the establishment of an ethical culture that will align with the goals and expectations of the greater CAF institution. The SA CPO1/CWO must ensure that when those principles are breached, our members, as professionals, are held accountable, ethically and respectfully, according to organizational standards.

In summary, to positively affect military ethos in support of the promotion of a culture of leadership, respect and honour, the SA CPO1/CWO should:

• Promote a mutually supportive network of DAGs, Positive Space Ambassadors, and Sentinels within the formation;
• Exemplify military ethos as the pinnacle example of the profession of arms (lead by example);
• Facilitate standardized processes and expectations of disciplinary and administrative processes; and
• Ensure that all members are held equally accountable to expectations of professionalism within the profession of arms.

Conclusion

In conclusion, part one of this paper provided an overview of a timeline of efforts expended to meet the cultural and behavioural challenges of our CAF organization since 2007. As evidenced by decades of analysis, third-party reports and repeated orders and direction, our CAF institution continues to wrestle with identity and culture. Although progress has been made, particularly under the macro lens of evolution over the past 15 years, there remains much work to do in the promotion of a culture of leadership, respect and honour. Part two describes the duty of the SA CPO1/CWO to exercise institutional leadership and influence to contribute to the strengthening of a foundation of trust and inclusive belonging in the CAF. We have an exceptionally important role to play in the continued evolution of the CAF, particularly at this sensitive moment in our history where we are experiencing exceptional institutional difficulties in attracting and retaining Canadians to our ranks, while at the same time, we are watching a historical shift in the world order that is resulting in a deterioration of the global security environment. Our institution needs the unwavering support and steely-eyed professional determination of leaders at all levels.

SA CPO1/CWOs are the pinnacle of NCM professionalism, and we should strive always to exemplify the military ethos’ three ethical principles: respect the dignity of others, service to Canada before self, and obey and supporting lawful authority (DND, 2003). Conceivably, if leaders at all levels of the CAF considered these three principles in every aspect of their duties this alone would promote a culture of leadership, respect and honour. If we, as institutional leaders, lead with professional intent using the CAF Effectiveness Model as our orientation we can harness our leadership positions and influence to promote from within, a culture of leadership, respect and honour. This professional culture will help to ensure that our institution remains capable and agile to meet all challenges now and into the unknown future.

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