Military vets can face unconscious bias in the workplace
Because I have been out of the military for more than 20 years, I think it’s easy for people to see me as more than just a veteran.
I am a father. I am a banker. I am a U.S. Army combat veteran. I am each of these things —and many more.
Yet among the new veterans I meet, many feel that others — including business leaders, managers, and peers — primarily see them as one-dimensional armed services veterans.
As new veterans seek to transition into corporate roles, they acknowledge that their military experience is an important piece of who they are, yet it does not define them. I share this with you, because it’s important for employers and colleagues to recognize.
We all have biases — conscious and unconscious.
So I’m curious: At first glance, when you see this photo of me in my Army uniform dangling out of a UH-60 Blackhawk — which accompanied my previous column, “From barracks to business: 3 things that military veterans want businesses to know” — how would you characterize me?
Tough. Politically conservative. Rigid. Disciplined. Hard-charging.
These are common unconscious biases I’ve heard about military veterans over the years, but I can tell you, they are not widely true. The military is a diverse environment in terms of personal values, styles, and characteristics.
Do you think of stereotypes for a meteorologist, chef, or data analyst the way you might for a military veteran? No. And by the way, there are lots of military meteorologists, chefs, and data analysts.
Unconscious bias — for better or worse?
Everyone has individual strengths. Military veterans bring incredible, intangible attributes to the corporate table from their armed services experience: an unmatched sense of teamwork, creative solution finding, and quick thinking, among others. These capabilities are highly valued in a business setting and aren’t necessarily skills that can be taught.
These intangibles are important, yet they aren’t necessarily defining attributes on their own. Just because someone is a skilled collaborator doesn’t mean they can’t also be a strategic leader.
Things have changed since the post-Vietnam War era when military veterans often came home to protests and harassment from people who did not agree with the war. Today’s veterans are greeted with hugs, celebrations, community parades — hailed as heroes.
Businesses have also recognized the importance of hiring military veterans, but I urge caution on the practice if done only in the name of diversity and inclusion. Without understanding the true value the right person can bring to a job, your business could end up with a less-than-stellar candidate if hired for the sake of checking a box.
Recognize unconscious bias
I recently met with a veteran who made the tough decision to leave that life and pursue a career in banking. One of the first things he said to me was, “This is intimidating.”
As a former infantryman in special operations forces, I made a similar decision 20 years ago — and it is intimidating. What it takes to be a good banker, in terms of technical skills, is very different from what is takes to be a good infantryman. As hiring managers, business owners, and leaders, it is important to stop and think about what vets went through cognitively and emotionally to leave that life. It may change your opinion.
Considering other aspects of a person’s experience is key to unwinding a potentially unconscious bias. While flying an F-16 really stands out on a resume and draws a mental focus to military experience, once hired, that pilot just wants to become part of the team. Finding their own corporate identity oftentimes is challenging, because they are military veterans with their own biases, for better or worse.
One mistake that business leaders tend to make with military veterans is expecting too much too soon. There may be the assumption that because this person flew fighter jets, he or she can tackle anything the corporate world can dish out. Yet like everyone, if developmental support is lacking, they may be set up for failure.
We aren’t as brave as you think we are
It is important to recognize that being a military veteran doesn’t define a person. It is a part of their background, but in the overall picture, it is just one part of who he or she is.
Understanding the changes military veterans go through in their lives and how intimidated they may be in career transition is key. They may look at an opportunity and think, “This is fantastic, but it is so different from what I’ve done in the past. I don’t want to let you all down.”
Many of us have left behind a life where we were comfortable in pursuit of something completely different. We’re not as brave as you think we are.
We are vulnerable, and the changes we go through can be emotionally challenging. The transition is hard. I was a combat vet, paratrooper, special ops, things that imply toughness. The emotion of leaving that life can be overwhelming. My last day in the U.S. Army, when I took off my uniform for the final time, I broke down and cried.
How we can change the story
When thinking about potential bias, remember that we are all individual, unique people, and no matter what stereotypes may be attached, whether based on race, religion, ethnicity or background, those do not define us.
Whatever unconscious bias comes from looking at a resume, it comes from the person’s experiences rather than who they are. This can impact any job candidate — and successful businesses don’t hire resumes, they hire people.
Next time you have a job candidate that has military experience on his or her resume, make sure you look beyond that to get to know who they are completely — and what they can bring to your business.