Yarc and the culture of boot licking

YARC and the culture of boot looking

           A friend of ours, in the Spring Run Complex in Florida from Massachusetts, gave me this pearl of an acronym. “YARC” he advised, is an old naval term that stands for “You are absolutely right commander.” It is an acronym that acknowledges the fawning subservience, for a commander’s decisions, by subordinates in the military. Our friend is a himself graduate of the United States Naval Academy and a combat jet pilot. He served proudly for many years in the uniformed service to his country. His observations on the military have particular weight.

            The tongue in cheek reference (YARC) comments on the behavioral pattern of a species of ambitious officer corps who seek the approval of their commanding officers, hoping in this servile way, to gain favor and promotion by agreeing with whatever pronouncements come from on high, regardless of their merit.

            In the political arena, the concept is more than familiar. It is the order of the day at all levels of government and politics. Those of us in that peculiar profession, laboring in the vineyards of the vote,  have a bit harsher term for the practice. “Butt smooching,” “ass kissing,” and “boot licking” are the references many of us use for those ambitious but servile creatures seeking the same advancement and favor as their military brethren.

              I don’t know that anyone willingly acknowledges that their behavior is so described. Many think that they are doing the smart thing and following the path of least resistance to advancement. The results, for the practitioner of YARC, may be positive for his/her career. But, they can often be disastrous for the organization or company. Every executive or leader makes the occasional bone head call or faulty decision. Witness Hitler, in the Fuhrer Bunker at the end of World War II,  shouting orders to move this division or that around the battle field. Who was going to tell the madman that those units no longer existed? It is human nature to avoid the “boss’s wrath.” If you are fortunate, you have people around you that “speak truth to power,” those hardy and fearless individuals that will tell a boss that their decision, on a given matter, is less that optimum. If the astute subordinate does this, with tact and dignity for his superiors, it can be a win-win for everyone.

            The Lord knows, in a life time of public service, I have made any number of bone-headed calls and wrong decisions. At the time , when you make a decision on something, an array of facts available lead you to a certain conclusion. It is only later, when more facts become available, that you realize you “screwed the pooch” on that one. 

         And while it may seem logical to the uninitiated, that subordinates would tactfully correct you in midstream of a process, the reality is that most do not. By telling a boss that their decision on something is perhaps in error, most people are afraid that the boss will then have a less than favorable appreciation for the “bearer of bad news,” even if they happen to be correct in their assumptions. In ancient Greece, the “marathon concept” was created when couriers ran that distance to carry news to their leaders. The practice was to put to death the bearer of bad news Human nature being what it is, most people do not enjoy being corrected, however tactfully, even if you don’t behead them for their honesty.

          I like to think that I listened to those around me in the decision-making process. I found early on in my career that the synergism of group thinking would often be superior to that of the individual. Many times, in political and governmental meetings, an individual would come up with a novel idea or approach to a problem, that would leave the rest of us thinking “Wow, what a great idea! Why didn’t I think of that ?” Of course, you have to be secure enough, in your own abilities, to not be threatened by the great ideas of those around you. Some people see the talent of others as a threat to their own status. And indeed, pointing out errors to bosses can involve some peril to the careers of people who do it awkwardly. Callously slighting the ego of a boss can indeed be a hinderance to career advancement. There is a balance to all things. And the thoughtful subordinate will find a way to lead a reluctant superior to the right decision, without being obnoxious or offensive in the process.

          In fairness, we are all possessed of insecurities in our jobs and life. It just helps your particular organization a lot, if you can acknowledge the good ideas and hard work of those around you, so that everyone does a better job. One Congressional wag put it succinctly. “If you are willing to let others take credit for something, you can get anything passed in Congress.” 

          So, when next you observe a colleague smiling beatifically and agreeing avidly with some bone-headed  decision of a superior, quietly roll your eyes, say the word “YARC,” and try to do better with your own decision-making process.

                                                 -30-

                                           (874 words)

                                       Joseph Xavier Martin