A Message to Garcia

When I was a young Lieutenant and a brand-new Platoon Leader, my Company Commander handed me a story at the end of my initial counseling.

“Read this,” he said.  No further instructions, no paper to write, no discussion scheduled for later.  Just read the story.

The packet was only a few pages long, but it took me a while to get through.  The story was called “A Message to Garcia” and focused on one man who, once given a mission, accomplished that mission without asking a single question.  I couldn’t comprehend that.  If I were given a letter and told to wander the jungles of another nation in search of a man by the name of Garcia, I probably would have laughed and asked, “Would you like me to deliver a message to Mr. Smith in England as well?” 

Looking back, I had no idea why my Commander had me read that story.  Did he want me to leave him alone?  Was he the type of leader that became enraged when subordinates asked for clarification or additional guidance?  Didn’t my professors and military mentors teach me that it’s alright to ask questions?  As an intelligence officer, aren’t I always supposed to ask questions?  I most certainly was not Rowan, the messenger in the story.

After a few months in my position, I began to comprehend the meaning behind “A Message to Garcia.”  Most of my platoon was brand new to the tactical Army, their new Military Occupational Specialty (MOS), or the Army in general.  My only seasoned veterans were my Platoon Sergeant (PSG) and a few junior Soldiers (E4 and below).  We started from scratch and were having limited problems, but we were going to be successful nonetheless.

I soon realized that my PSG and I were having a helluva time motivating a select few of the new Soldiers to take responsibility for the missions assigned to them.  I had some great Soldiers, I truly did, I just wish that my Soldiers’ drive could have been instilled in my rising NCOs.  As I discussed some of the problems with my PSG, I realized that our junior leaders were blaming their inability to complete their mission on things like, “You didn’t tell me that part,” or “I didn’t know,” or “You didn’t tell me to look there, read this, or incorporate that.”  In essence, I faced the same problems as Hubbard when he discusses the six clerks.  While Rowan’s character existed in many Soldiers within my Platoon, I could see that those who did not emulate Rowan were in fact the same that continuously failed.

“A Message to Garcia” is a short, but powerful lesson in leadership, responsibility, trust, and accomplishing the mission.  While a leader may expect subordinates to emulate Rowan and his ability to deliver the message to Garcia, it is also the leader’s responsibility to mold, mentor, and teach subordinates.  Leaders want – and need – men and women who desire responsibility, exude initiative, who can follow as well as lead, and who can accomplish the mission correctly, on time, and within the Commander’s intent.

Do you carry the message to Garcia?