The most dangerous threat in combat is not the enemy- it's complacency. Stop everything when you hear the terms "routine mission" or "all is going we… - Robert F. Foley

I have been asked if the Medal of Honor helped me advance throughout my career. When U.S. Army centralized selection boards meet to consider a soldier's qualifications for schools, commands, and promotion, awards and decorations are certainly considered. My philosophy has been straightforward- I paid little attention to where my officers went to college or what awards they have received in the past. Instead, I focused on what they could do today, tomorrow, and the next day in leading their soldiers and enhancing unit readiness. I am convinced that my superiors have, for the most part, exercised a similar outlook.

On the other hand, there have been incidents in the past where Medal of Honor recipients expected special treatment. On one occasion, I received a phone call from the Fort Benning garrison commander requesting my advice about a newly arrived Medal of Honor recipient who complained that he was not being saluted as he wore his award around post and wanted to know when his welcome parade would be scheduled. I took very little time to straighten this soldier out. I see no evidence of expectations from today's recipients, but I have witnessed disdain from a few leaders with preconceived notions about the self-aggrandizing nature of Medal of Honor recipients. For example, one time a general officer and senior rater of my officer efficiency report said to me, "The blue ribbon you wear is an albatross around your neck." I am convinced that I have earned respect from others not due to past awards but because of who I am and the leadership attributes I possess that can help accomplish the mission and make a difference in leading soldiers.

But a positive command environment doesn't just magically show up. It is created by the people in the organization reaching out to their fellow soldiers or employees who pursue excellence in all that they do every day. In the final analysis, leaders instill the values, courtesies, consideration, and standards that establish and sustain a positive command climate. Soldiers and civilian employees take pride in the camaraderie of a professional, upbeat organization in which they can feel good about who they are, where they are, and where they are headed in life.