Ballz: Ack. There is an old (but very true) saying that "
there is none so zealous as the reformed sinner". I , like you, am without any doubt a reformed sinner. (About this particular sin, if maybe not others...
There were surely times that I didn't act when I should have. Early on, I gave PER scores that I would now say were clearly unmerited, or failed to question scores that were handed down by company or battalion merit boards. I submitted to the culture that said "everybody gets a "Met Standard".
On occasion, I gave breaks to people who later proved quite clearly that they didn't deserve them, and that I definitely should have seen it coming. And, yes-I "hid and ignored" people, and ironically later ended up having to "take out the trash" myself.
But, I think I did eventually learn about all this. It took me a long time, perhaps because like many of us by nature I wanted to see the best in the people I served with, and I (naively) thought that everybody saw their service the way I did.
Wrong.
I was the subject of three PER grievances because I insisted on assigning the scores that people's performance really deserved, not giving them a "Superior" because they show up for work on time. I was overruled in all three cases. Fine.
I did end up, finally, learning to tell people the truth. I was once assigned an MWO from another organization, only to receive a rather lame "apology" from the losing unit CO saying "sorry for the guy I sent you". I called the guy in, and said: "If you work hard and do your job as well as you possibly can, I am in your corner and I will do all I can for you. If you don't, and you carry on the way you did in "X" unit, I will do everything I can to get rid of you. Got it?"
He didn't turn into a super star, but he did OK. That, I think, is how we need to be with people. But, like you, I fear that the CAF culture doesn't encourage that. Whether it is because we ("you") are cowards or not, I'm not so sure. Maybe it's just pressure from the culture. Remember that one of the very present dangers in the military profession is that discipline and loyalty may descend into mindless obedience and groupthink. I'm sure we've all seen it.
I hope that you and all serving leaders think about the Miller case, and about all the complex things it represents for the profession. Never forget that you have men and women who follow you, and want very much to be treated fairly and to be proud of their service. The Canadian soldier is the hardest person on earth to fool, and if he catches you doing it, he is unforgiving.