Becoming a Great Ally

What I Learned from 17 Years of Research on the Effects of 9/11 and the Connection to Addressing Our Current National Crises

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The brain works in amazing ways. Earlier this week, I had this internal need to re-read the first paper I ever published - 17 years ago - under the mentorship of Dr. William Sedlacek, a white male professor who had committed his career to studying racism and improving race relations in college settings. 

Perhaps as a triggering effect in response to increasing long-lasting concerns over the health and racism crises in our country, my brain sent a message that it wanted more answers. 

Nearly two decades later, on the 19th anniversary of the 9/11 terrorist attacks, I am marveling at the similarities between what I was describing in that paper and what's happening now.

Although I have spent the most recent decade of my career focusing on the long-term impact of 9/11 on Veterans' post-deployment mental health, I wrote this first paper from another angle about the impact of 9/11: the immediate increase in prejudicial attitudes and hateful acts toward groups considered threatening in the U.S. in response to a national crisis... and what to do about it.

What I realized is that there one unexpected underlying connection between the research on (1) post-deployment mental health (especially post-traumatic stress disorder, or PTSD), (2) national crisis, and (3) prejudice and racism. That connection is about what we have learned about the effect that intense fear and prolonged distress has on our brain and sympathetic nervous system (the fight-or-flight system) and then how the brain processes that threat. 

Under trauma and major crises, there is a part of our brain that constantly evaluates not only the immediate threat to our survival, but also anything else it believes could potentially exacerbate or further perpetrate the threat.

That part of the brain categorizes everything as "safe" or "not safe". Then it guides you toward either fighting against or avoiding anything categorized as "not safe" to limit future fear and pain.

While this is a completely natural human response, we know from many studies on trauma exposure - whether that be combat, terrorism, or a threatening pandemic - that our brain can sometimes overcompensate in an effort to sufficiently protect us.

  • Remember your neighbor's scary dog that bit you once and you decided you hated and would avoid all dogs forever, even the tiny little friendly ones? (No? That was just me??). This is the brain overcompensating to keep you from having that experience again... even though most dogs are not dangerous.

In fact, our brain won't just overcompensate by judging which people and situations could potentially be dangerous... It will even judge and categorize the thoughts we have that could be threatening! 

It will then fight against or avoid those thoughts that feel unsafe, even if the reality is that they are just thoughts. 

The problem is that our thoughts happen so fast, they become automatic or "unconscious" as some would say.

These "unconscious" judgments (biases) our brain creates to keep us safe leads us to fear and avoid all people, places, and things deemed unsafe. 

Without identifying, questioning, and challenging these constant automatic reactions, this part of our brain could eventually hold us back from living our lives to our fullest, engaging in meaningful relationships, and even fulfilling our hopes and dreams.

Thankfully, just because that part of our brain computes its algorithm for your safety, it does not mean we shouldn't evaluate its accuracy

That computation is coming from a very basic part of the brain that was built for survival only. 

Over time, however, our human brains have developed much more nuanced capacity well beyond survival mode. 

Our brain now has an additional amazing capacity for self-reflection, learning, plasticity, and adjustment. 

It has the capacity to seek love, self-esteem, and relationships.

Our pain, anger, and fear continues to have an important place for self-protection. But as we know, even when we seek love, self-esteem, relationships, and new positive changes in our lives, we still experience fear and even pain of loss. Yes we choose in those cases to overlook it because we know we can only achieve those positive experiences by working through the fear. 

So our brains clearly now have many options for what we can choose to do in response to these emotions. 

Our greatest under-utilized human strength is the ability for "metacognition" - that ability to oversee and evaluating our thought processes. In this case, the ability to slow down and catch our unconscious biases (those quick basic overcompensating judgments of safety), evaluate their accuracy against current reality and context, and allow ourselves to take risks for the opportunity to gain new human capacity and connection. 

Why would we want to do that? Because not everything we are automatically doing to keep ourselves safe is as self-protective as we think. It's causing some of us to cause great harm to ourselves and to others. 

The paper I wrote was not about what we can't do. And it was not about ignoring or dismissing our fears and experience of threat.

It was about what we CAN do to create the kind of positive culture around us that can proactively reduce the impact of these national crises on further deterioration of our valued human connection.

We need that more than ever.

Categorizing people and overgeneralizing from one experience or situation to ALL people, situations, or thoughts that remind us of a past pain will push us further from fulfilling that need for connection and support we all have.

Our desire for self-protection is legitimate. Our insistence that the only way to achieve safety is by avoiding or fighting everything our early survival-brain might be afraid of severely limits our capacity to grow as humans.

When we face these national crises, whether they be the 9/11 terrorist attacks or the current coronavirus health pandemic scare, our early survival-brain's desire to shut out all people, places, and thoughts that appear different is hurting us. 

Coming together to support each others' combined survival is the solution. 

As a psychologist, I often think about how to help people stop hurting and self-sabotaging and instead start facing their fears in order to live their lives to the fullest.

As a leader, executive coach and consulting psychologist, I extend this further to helping people understand how to garner the resources and support needed to navigate within complex systems that force us into constant survival tactics. 

The answers are often similar: Start with connection instead of division. 

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(Originally posted on my LinkedIn page on September 11, 2020)

Acknowledgments: I'd like to thank Dr. William Sedlacek for his early impact on my career. He had taught a class that helped me better understand social identities and their respective impact on privilege - a class that ultimately inspired my thesis, then my desire to write this particular paper after graduating, and effectively led to my own life-long journey in understanding and supporting diversity, equity, and inclusion efforts across my work and community life. Thank you also to Susan Longerbeam, then postdoc, who help me publish this paper in 2003.

A New Perspective on Mentorship in the Post-#MeToo Era

A New Perspective on Mentorship in the Post-#MeToo Era

An interview with a thought leader that may expand how you think about how men become great mentors and allies to women leaders.

Hidden Gems: Women Veterans in Leadership

Female Veteran behind flag

Female Veteran behind flag

Do you know how hard it was to find a (free) image of a woman veteran for this blog post? 

Here’s an exercise: I want to you take a quick moment and go on a few of the free image sites and try. Go ahead... I’ll wait. 

Not even Google, the all-encompassing collator-of-everything, had much. Among the first 80 images, there were 78 images of male veterans or other veteran-related symbols and 2 images of civilian women hugging male veterans returning from deployment. 

On other photo image sites, it was even worse: the majority of female military or veteran pictures were things like civilian women frolicking in fields holding large American flags or women in sexy poses wearing military-inspired designer clothes. Huh?

I was shocked and that much more motivated to write this post to increase awareness of their contributions. 

I know they are a minority group in the military, so of course we would see more images of men. But they currently make up about 10 percent of the total veteran population in the United States – it doesn’t sound like a lot, but that is about 2 million Veterans! And it’s projected that by 2043, women will make up about 16 percent of all living Veterans. 

Yet we rarely see them highlighted in the news: even when we celebrate Veteran's Day.

Okay, next exercise: Now I want you to look up all the research articles out there on “women veterans” and then on “women veterans and leadership."

I’ll save you some time and give you the trend: there are a small number of good articles on women in leadership roles during their military service, but when you look up post-military service, the vast majority of research articles focus on mental health issues and barely anything (especially no research-based articles) on women leaders or leadership after the military. 

As a psychologist who works for the VA and does research on post-deployment mental health, I am certainly glad to see more and more research being done on the specific and unique needs of women veterans who are suffering from post-deployment and military-related mental health concerns. More of that research absolutely needs to be done in order for better care to be provided. 

And certainly, in the age of #MeToo, I also appreciate an increased focus on the sexual harassment and assault epidemic, as well as the trauma-related mental health consequences of these events. This an important problem to continue focusing on in research and in policy. 

But as a women’s leadership coach and consultant, I am disappointed that this is where it stops. There is almost no current focus (research or otherwise) on what these amazing women are contributing to our society, both through their past service in the military, as well the specialized skillset they bring to their work after the military. 

In fact, a VA report acknowledges that:

"Women who have served in the U.S. military are often referred to as “invisible veterans” because their service contributions until the 1970s went largely unrecognized by politicians, the media, academia, and the general public… the early female pioneers in the military volunteered to wear the uniforms, submit themselves to military rules, and risk their lives in service to their country, all without the same benefits and protections of the men with whom they served."

Women who served were not recognized as “veterans” until well after WWII. I will add that anecdotally, even now there are veterans who do not realize that they are considered to be Veterans: there is a common misconception that combat service is a requirement for veteran status. Some VA and DoD colleagues suggest that sometimes it's not recognition, per se, but wanting to put the past behind (especially if there were negative experiences such as sexual harassment associated with the service). This unfortunately means there are women who may not claim or receive the recognition for service and even the healthcare, financial or other benefits associated with their service. 

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(A great historical overview of women’s service in the U.S. military can be found here.)

To that end, on Veteran’s Day, let’s make sure we do not overlook the female leaders out there who served our country. 

Women veterans on average reach higher educational attainment compared to non-Veteran women: in 2015 44 percent vs. 32 percent of men had some college education and 35 percent vs. 28 percent had at least a bachelor’s degree. Women veterans are also less likely to be unemployed or live in poverty.

In 2013, CNN reported that 69 of the 976 generals and admirals (7.1 percent) were women. Likely that number has grown, as well as the number of additional women leaders below those levels. 

This translates to more and more women leaving the military and entering the workforce with highly specialized leadership skills, not the least being that these are women who have successfully led in male‐dominated environments. 

(Here and here are just a few examples of the kinds of leadership experiences they have had. You can also check out this awesome reference card, developed by the RAND Corporation describes ways in which veterans can translate their military experiences into 14 key skills that employers want and need. Among them include several levels of leadership training depending on the level achieved in the military, as well as training in team work and team building, leading and inspiring others, communication, training others, supervising, and critical thinking.) 

When it comes to women in leadership roles, remember that those who work in male-dominated industries must take on everything men take on but must work harder and perform better in order to receive the same recognition. This requires a certain level of confidence, courage, cognitive and emotional intelligence, and high competency

While there is no research on this yet, it’s not a hard leap to make to assume that this level of intensity, persistence, grit, courage, and resourcefulness required of women in male-dominated industries to become successful recognized leaders is likely to be even more exaggerated in the military. Don’t forget that on top of the typical performance outcomes must include meeting the physical fitness requirements.   

One colleague who works for the Department of Defense and is a researcher suggests that women in some military branches and jobs, may even develop greater empathy as leaders because of their experience never becoming too complacent in their role or taking it for granted, often feeling like an outsider, and always having to work harder than men to get the same resources, positions or recognition. 

Even those who served at infantry and lower level officer levels leave the military with unique leadership skills. They have experience briefing high-level stakeholders, developing and executing complex operations, managing employees who range from highly adept to those suffering from stress-related mental health concerns, and maintaining calm while managing intense crises.

Dr. Celia (Renteria) Szelwach, a management and leadership consultant and professor who graduated from the U.S. Military Academy at West Point (in the 11th class of women) and served as an Army officer leading soldiers (and jumping out of airplanes!) has had the unique advantage of being a leader in the military, training leaders as a leadership consultant, being a female veteran herself, and studying women veterans health for the VA. She highlighted a number of amazing contributions and unique leadership qualities owned by women veterans that deserve recognition. These include:

  1. Courage and calm under pressure. Southwest Pilot Tammie Jo Shults, a retired Naval Aviator, made headlines when she showed courage and calm under pressure successfully landing a commercial plane safely and demonstrated continued empathy and compassion for the passengers when they deplaned. 

  2. Ongoing commitment to service and the development of others. Ginger Miller, a Navy veteran, started Women Veterans Interactive which gained national recognition and now serves as Chair for the VA's Minority Veterans Committee. There are also now 7 female Veterans serving in Congress (3 were newly added after the mid-term elections).

  3. Courage, character, and competence to navigate our nation through turbulent waters. Take, for example, Major General Marcia Anderson, the highest ranking African American woman in the Army and responsible for their leadership programs. She has taken on issues ranging from sexual harassment and assault to minority discrimination and mentorship and training needs to increase the number of women in military leadership. 

  4. High tolerance for risk and high resiliency in the face of risk. More and more women veteran owned small businesses are being developed. Tolerance for risk is one of the most important leadership skills identified.

Dr. Szelwach also recommends that “all women veterans should be registered with the Women's Memorial so our stories can be written back into our common history.”

Dr. Christina Patton served in the US Air Force as a Security Forces Officer, where her primary responsibilities included base defense, counterintelligence, law enforcement, and asset security. She then became a clinical psychologist and forensic evaluator for the Colorado Mental Health Institute at Pueblo. 

Think about that skill set for a moment. 

The various skills she has to contribute to the wider society is limitless. Dr. Patton is especially passionate about supporting first responders and high-risk underserved veterans in the criminal justice system and has earned awards in these areas. She says that one of the strengths that female veterans bring to the workforce is a drive to improve their environment for the better of all

“In the military, I learned this as ‘leaving your area better than when you found it.’ We are trained to identify problems, create solutions, and ensure those solutions are carried out effectively so that everyone benefits. We approach problems not as insurmountable objects, but as puzzles just waiting to be solved, and we use our training to rapidly affect change. As civilians, that results in improved outcomes for our clients and communities, and in my world, healthier and happier first responders and veterans in general.” 

She relays another story when she served in the Reserves and took it upon herself to create her wing's first ever women’s focus group: I kept hearing about female airmen having nowhere to go and no leader they trusted to discuss their problems with.” By connecting the minority of siloed women into a supportive group, they were able to identify and address problems including sexual harassment and increase the number of women promoted into specialized roles. 

Some of these leadership strengths may not be specific to women veterans, but rather to all veterans. However, because women are among the “invisible veterans,” they often do not receive the same recognition for the same high caliber leadership skills. Additionally, due to their minority status in the military, their focus on creating and developing support systems and having the courage to speak up about problems becomes better developed as a relative strength.

Dr. Kristin Saboe (former Army Captain) entered the military having already trained as an Industrial/Organizational psychologist. In the Army, she specialized in military psychology, leadership, resilience, risk-taking behaviors, and policy. She recently transitioned to civilian work and is now leading Boeing’s Veterans Talent Strategy as a Senior Talent Strategist. 

Again, think about that skill set: psychology, organizational and business development, research, resiliency, policy. She shared with me her perspective of what female Veterans can contribute to the workplace:

“[Veterans in general gain] higher mental agility, advanced team work capabilities, and significant leadership experiences and training [which] translate into employees with the soft skills that are more and more prioritized by companies in addition to the concrete skills and expertise they hire for…Most female veterans have deployed as well, including myself, which is a very unique character-building experience. Companies know that veterans bring with them a culture of excellence, hard work ethic, innovation, and high moral standards.” 

Specific to female veterans, she says they can be huge successes in other male dominated fields (e.g. engineering and tech sectors companies such as Boeing, Google, Amazon, Lockheed Martin). But it also presents issues of representation and advocating for oneself effectively.”

The key is for companies to recognize these strengths. Many Fortune 50 and Fortune 500 organizations have started to do so and, hopefully, more will in time. 

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Is there anything I missed about women veterans as leaders? Are you a female veteran in a leadership role? Please share your experiences so that we can increase awareness – I am grateful for your contributions.

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This post was originally published on Psychology Today on Veteran’s Day, November 11, 2018. All rights reserved, Copyright 2018 Mira Brancu/Brancu & Associates, PLLC.