'Why We Write' Series - An interview on writing

Why do I write?

Ian Langford

Writing on issues of Warfare and the profession of soldiering is an inherent duty, not an indulgence or an option. I see it as a fundamental leadership behaviour, something which is required as part of fulfilling a moral and ethical obligation to the military profession. Commanders of military operations must contribute to the broader discourse; they need to be able to formally state a hypothesis on warfare and then be able to defend their argument. A failure to do so places limits on their capacity to be entrusted with the operational art. Warfare is part of human nature and for commanders not to be able to articulate themselves beyond opinion and general conversation in my view effectively disqualifies them from command itself.

What inspires me?

Mark Twain inspires me, a man who worked a steamboat on the Mississippi River for 22 years before he wrote The Adventures of Huckleberry Finn. Junior commanders inspire me. Combat leaders who lead by choice, not by appointment. The Australian Army’s operational reputation rests mostly on tactical actions. Army is best at Combat Team and below. In this context, it is our JNCO and young officers who distinguish themselves. They are critical to how we access our adversary’s ‘defeat mechanism’. Junior commanders bring truth to power. From Mark Twain: If you tell the truth, you don't have to remember anything. Our junior leaders inspire me to take seriously my role and oblige me to be part of the professional military debate. And this is why I write.

Where do I get my ideas?

The natural sciences, commonly referred to today as life science. Water, movement, season, the universe, energy. Pressure and flow. Much of this is found in military theory. Sun Tzu. Liddell-Hart. Desmond Ball. William McRaven. Brendan Sergeant. Emilie Simpson. Clausewitz (Carl and Marie). I am also an amateur observer of political events and world affairs. Try as I might not to be, I am still very interested in the politics of the day and the potential impact that it has on all of us. In this sense, I spend a lot of time contemplating the effects of both the changing international system and the impact of disruptive technology; robotics, advanced manufacturing, artificial intelligence and advances in life sciences. To the degree that I am able, I take many of these ideas and translate them to the military dimension. And this is where a lot of my professional thinking and writing comes from.

How to find time to read and think?

De-clutter. As Henry David-Thoreau said: ‘Simplify, Simplify!’ Make time. All commanders should live by the ‘2-3-7’ rule; 2 hours for personal time, 3 meals a day, 7 hours sleep. This leaves 12 hours for work and other pursuits. There is time. Make it a priority. Do your best to set routine, make appointments to yourself to write and when that time comes, ensure you report to your computer or notebook ready for duty. Staring at a blank screen is part of learning how to write. It builds space for contemplation, for thinking. And as is often the case, when the words finally come, they tend to pour out. This is when writing is fun, fulfilling and exciting.

Good writing isn’t like learning to ride a bike, where once you learn you never forget. Writing requires practice. It is a genuine craft. Like a blacksmith forging steel, the writer must take the time to forge molten metals into wrought iron. Some writers are like these blacksmiths- they are brutal, forceful and unsophisticated in prose. Others are like jewellers, never wasting words and focused on symmetry, balance and structure in language. Both the blacksmith and the jeweller are effective, albeit different. And they are both products of intense preparation, repetition, practice and experience. And writing is no different. It requires dedication, perseverance, and self-belief.

Advice for beginners

Follow Mark Twain’s advice: The secret of getting ahead is getting started. Start small, be brave and back yourself. Write an essay. Do a blog. Think aloud. And travel. Make it a priority to understand the world around you, know what changes and what remains the same. Learn as Mark Twain did: Travel is fatal to prejudice, bigotry, and narrow-mindedness.

I love topic sentences. I really like the use of active voice. And I love paragraph structures that have a beginning, a middle, and an end (just don’t do it in one long single sentence!). Good grammar and the use of plain English is an important skill in writing. If you don’t have it, learn it. The military mind suffers from a tendency to turn simple ideas into complex concepts. Try to avoid that terrible curse. Instead, take the view that you are writing for an audience that has a low level of professional knowledge. In writing simply, you will find that your prose is much clearer, more succinct and easily understood.

Surround yourself with people you trust. Mark Twain was close friends with Nickolas Tesla, Thomas Edison, and Ulysses Grant. Mark Twain again…: Keep away from people who try to belittle your ambitions. Small people always do that, but the really great make you feel that you, too, can become great. Find a mentor, a trusted agent. Successful careers and great pieces of writing will not occur without a peer and mentor support group around the person doing the writing or having the career. There is nothing wrong with asking for help, deleting the first draft, or asking someone for advice. Collaborate with others, share your ideas and bounce suggestions off one another. This is how good writing tends to begin, with a discourse or a dialectic on a particular issue. Think, share, talk, think, write and share, all in that order.

Conclusion

Writing is a skill that requires patience, discipline and practice. It is not elusive. We can all write clearly, many of us have merely forgotten how to do it and need to re-discover it again. Military writing is an ancient tradition, as old as warfare itself. The reason for this is obvious- the important business of waging war on behalf of your nation deserves serious contemplation. We are all obliged to be part of this and are able to contribute in our own individual way. If you can’t write, learn. If you are afraid, be brave. You won’t regret it. The confidence that comes from a good piece of writing is potentially transformational. Both for the author and the reader. It is particularly important in the military where the combination of inspiration, education, and resolve via written instruction can be the difference between success and failure. So, go ahead and write.

Brigadier Langford has held a range of command and staff appointments in the Army and Special Forces during his career. Brigadier Langford has served as the Commanding Officer, 2nd Commando Regiment, and has commanded multiple Special Operations Task Groups in Afghanistan, Iraq, and domestic counter-terrorism duties. He assumed the role Director-General of Future Land Warfare, Army Headquarters, in December 2018.

Brigadier Langford is a Distinguished Graduate of the United States Marine Corps Command and Staff College and the School of Advanced Warfighting. He holds a Bachelor’s degree in Management, a Master of Arts, a Master of Defence Studies and a Master of Strategic Studies. He has been published in multiple service journals and as an independent author, and is currently undertaking PhD studies.

Cite Article

Comments

Within this area, Defence’s newest members will be exposed to the conflict spectrum and theories associated with its employment. While additional emphasis will be afforded to one’s own Service, consideration will be given to joint operations and planning processes. The topic will also include an exploration of current ADF operations and emerging technological impacts on future preparedness.

The ADF’s contribution to Australian National Power through shape, deter and respond activities will be understood in general terms. Tied with this awareness will be ADO roles and responsibilities, including civil-military relations. The importance of Defence’s contribution in this regard will be linked to a general sense of Australia’s strategic environment. Resource management fundamentals will help underpin responsible expenditure of Commonwealth funds.

All members of Defence will also need to be competent in military administration, ADF roles and structures, and undertake all initial mandatory training. This foundation will continue to develop in subsequent JPME levels and increasingly expand opportunites for Joint Stream (out-of-category) postings and roles. APS does not require core military skills.

Following on from their respective recruit or commissioning course, ADF personnel will commence their Initial Employment Training (IET). This period can include workplace experience and periods of on-the-job training.

Graduation from IET marks the formal transition from Level 1 to Level 2. It is at this point when they are considered effective in the workplace.

Defence members at this level will have a sound understanding of their own Service or domain warfare systems and capability. As they progress through Level 2, they will display a stronger understanding about the ADF’s holistic contribution to Joint Force warfighting domains. This will extend to the nature and theory of war, which has developed through an academic study of historical case studies and contemporary military issues. Importantly, such awareness will help inform their understanding of the impact of technology on current and future warfare. Awareness of gender perspectives on operations will contribute to their well-rounded application of the Profession of Arms.

By recognising the difference between complicated and complex problems, personnel at this level will ensure their problem-solving strategies and decision making are optimised. In the earlier stages, personnel will employ more transactional, linear thinking, decision support tools (such as the Joint Military Appreciation Process or variations) but they will increasingly apply alternate thinking strategies to seek more sophisticated options. Greater availability of human-machine teaming systems will progressively reduce our reliance on lower order cognitive activity and thus facilitate more nuanced considerations to complex problems.

Australia’s approach to the formulation of military strategy and its strategic environment (including international and geopolitical) will strengthen as members advance in this Level. Through both courses and experience, they will also acquire a stronger understanding of interagency strategies, policies and decision making processes.

As they progress through Level 2, Defence personnel will progressively develop awareness and then expertise beyond their initial employment category.

These broader systems and processes will expand to include one or more of the five key Joint Streams: Military Support, Operations, Capability Development and Delivery, Strategy Policy and Engagement, and Intelligence.

Within JPME Level 2, Defence personnel will become increasingly proficient in their initial employment category. Through both their formal courses (initial employment training and subsequent intermediate courses) and workplace experience, they will display competency in their contribution to military power. As they develop greater technical expertise, senior personnel at this level will become suitable for growing the next generation, by seeking instructional roles.

Those operating at this level will understand both internal Joint Force command relationships and international engagement with coalition partners. Their employment of operational art will consider instruments of national power and campaign design, while the relationship challenges between strategic, operational and tactical levels of war will be clearly understood. Continual professional development will keep Level 3 practitioners abreast of emerging trends and future warfare techniques. Expertise will be apparent in the planning requirements for force generation and the factors that shape the execution of joint operations. National and military strategic planning considerations for Volatile, Uncertain, Complex, Ambiguous and Novel (VUCAN) environments will mature. Personnel will be increasingly aware of the influence technology has on current and future warfare as well as whole-of-government response options.

Those operating at this level will be increasingly comfortable with systems thinking to perceive and influence complex adaptive systems. Various alternative thinking strategies, such as Design Thinking and Multi-Criteria Decision Making, will allow them to thrive in the challenging multi-domain environment.

Importantly, they will be able to translate complex strategic issues into tangible ideas for their subordinates.

This level is noted for its integration of civil-military functions and instruments of national power. This includes strategy and public policy development as well as contemporary operating environments and implications for military and security forces. Awareness of both Joint and multinational logistics will complement resource management systems of the Joint Force.

Expertise in one or more of the Joint Streams specific processes will continue to develop with staff and/or leadership responsibilities aligning with roles held.

Examples of the advanced knowledge base likely to be demonstrated include: One Defence Capability System (or its successor) and FIC management, Joint Force staff roles, advanced Human Resources systems and processes, Whole of Government and international engagement approaches, as well as legislative requirements associated with the relevant Joint Stream.

Through more senior category appointments and opportunities, those at Level 3 will display expertise within their specialist category employment. Completion of charge courses, deployments, exercises and pre-command courses, personnel will increasingly expand their specialist expertise to support joint effects.

Increasing leadership expectations will develop within their category’s specialist vocation.

This level is recognised for its future Joint Force planning, development and sustainment challenges. Those operating in these positions will resolve military resource challenges and understand limitations of contracted support to operations. Operational artists will be adept at integrating strategic objectives to planning through the exploitation of emerging and non-traditional concepts for joint and multinational warfare. These skills will manifest in their ability to design and lead theatre strategies, campaigns and major operations. They will also be seeking opportunities to exploit technology’s influence on current and future warfare as well as its role in whole-of-government response options.

Cognitive performance will be enhanced through active seeking of diversity and a tolerance for ambiguity. Dealing with Defence-related wicked systems will be normal.

Problem-solving will increasingly accept increased risk to reflect the greater depth of wisdom and confidence in one’s judgments. This level is also noted for strategic thinking, visioning and championing a learning culture.

Level 4 leaders will be strong advocates of divergent thinking in their subordinates (when appropriate), to ensure Defence continues to improve systems and processes.

Those operating at this level have a very clear understanding of the impacts on national Defence policy and strategy. They will positively influence military capability development to enhance relevant instruments of national power. A strong awareness of contemporary global affairs and trends, combined with a deep understanding of international relations theories, will enhance their management of national military resources to support national security and foreign policy. Gender, peace and security impacts will continue to guide their strategic policy development.

Those operating at this level will be considered Generalists who possess a wide range of skills and expertise in multiple Joint Stream areas. With the exception of a select few specialists, these personnel will have actively sought out opportunities to broaden their versatility beyond their specialisation. Typical areas will include: strategic planning, civil-military relationships, campaign planning, strategic governance, business and financial acumen, One Defence Capability System leadership, strategic direction setting of emerging capabilities, policy leadership for future capability needs, and industry engagement for sustainment and growth.

At the enlisted level, Tier B and C warrant officers provide a vital link across the ADF, not only championing 75% of the ADF at the strategic table but also helping translate the top-down messaging. To do this, they must excel in understanding both worlds. Strategic level warrant officers also play a pivotal role in the command team relationship not only as advisors to decision-makers, but also in the strategic leadership of organisational culture, ongoing professional development, and the ideological underpinnings of the Profession of Arms throughout the ADF’s workforce

For those still in key roles within their primary category, there will be strong leadership expectations to ensure the delivery of capability, strategic advice on capabilities, limitations and future needs, as well as shaping the professional development system to grow future generations within the field.

Senior officers and their equivalents will be comfortable in crisis leadership situations across all aspects of Defence. They will be highly effective when commanding Joint Task Forces or conducting influence operations. This performance will come from a deep understanding of Joint Force attributes, structures, capability requirements, emerging concepts and risks affecting military strategies and campaign development. Their strategic leadership abilities will extend to synthesising operational lessons learned across all Force elements including deployment, employment and sustainment. All of these areas will be enhanced by their astute awareness of political and resource implications in joint warfare strategy and planning.

Multi-agency, political and global wicked systems are an expected reality of Level 5 roles. Those operating at this level will have the cognitive agility to respond comfortably with these challenges by exploiting paradigm shifting approaches (such as nudge theory) to improve systems to a more advantageous state.

Senior leaders at this level will be expert in strategic communication and information impacts. They will comfortably implement grand strategy through future-focused policy formulation and employment of armed forces. Their expertise in national intelligence community and architecture will help them influence national security and foreign policy. The implications of contemporary challenges on national security strategies will be understood. This depth of understanding will be drawn from a strong awareness of national powers’ characteristics, capabilities and limitations combined with the civil-military relations necessary to deliver national power instruments.

Senior officers and SES band public servants at the highest echelons will be skilled in decision cycles and information/knowledge management systems. They will understand Government processes for capability acquisition and how to exploit technology enablers within enterprise systems.

As leaders of Force Element Groups (FEGs) or Joint Task Forces (JTFs), senior military officers will integrate emerging capabilities and technology to both maintain force-in-being deterrence and deliver operations to meet Government response options. In policy and advisory roles, they will exploit emerging capabilities and technologies when shaping military strategy, policy development and implementation. Industry engagement will enhance support of sovereign capability and Australia’s economic prosperity

A Service Warrant Officer is a unique appointment within each Service, one of influence and advice rather than Command. E10 Warrant Officers have strategic leadership responsibilities as Command advisors to Senior Leadership of their Service to provide critical insight to key decisions through an alternative lived experience and with support from Senior Enlisted Personnel to give a balanced, informed and analysed perspective from the workforce.

They also play a pivotal role in the organisation’s leadership, able to utilise their professional knowledge and experience to provide context and make the complex simple and the simple compelling. The unique appointment ensures the Service WO stays connected to contemporise issues for the workforce and represent those gaps and opportunities at the appropriate delegated level.

Service Warrant Officers deliberately steward, communicate and are genuinely dedicated to their Service; while always supporting strategic organisation culture and setting the conditions for long-term success.

Service Warrant Officers have a concurrent liability to foster relationships supporting Australia’s national power through networking and encouraging active engagement with counterparts to promote a commonality of purpose: – Friendship, Partnership and Leadership.