An Cosantóir

An Cosantóir September / October 2024 www.military.ie/magazine 8 | You took up the position of Chief of Staff in the summer of July '21, what have been your biggest challenges since taking up that appointment? There are three areas that have been most challenging over the period. The first I would mention is recruitment and retention. Our recruitment has significantly increased in the last year with the JITC in Gormanston and our standardised induction program having had a really positive effect. We are seeing green shoots with regard to increased numbers of personnel being accepted into the organisation and successfully passing training to become valued members of our units. Retention is always a challenge. However, we have seen some very positive measures introduced over the last year to encourage retention. The recent increase in Mandatory Retirement Age, Private Healthcare for all DF members, increased promotion opportunities in line with the new structures being implemented in the DF and of course the dramatic increase in infrastructural development will all make the DF a much more attractive organisation for both those serving and future members. Secondly I believe that the Women of Honour was a challenge which was extremely significant for our organisation. It was important for us to recognise that the behaviours and actions by a small minority were not only historical, but were still present in our organisation and it had to be addressed. Each step we took on that journey, from setting up the Organisational Cultural Standing Committee (OCSC), a group of men and women of all ranks and services which was brought together to be innovative in how to address this internally, to the external groups which are guiding us in implementing cultural change, will bring profound improvement to our organisation. The third challenge I would suggest that I have found both interesting and rewarding are the challenges within the Naval Service. The Naval Service have had some unique issues such as the depletion of key skill sets and a reduction in their capability which we are trying to build back up. Some key initiatives which have been undertaken and have proven successful include increased Patrol Duty Allowance, new vessels and infrastructural development in the Naval Base. Without the support of the Tánaiste and DoD these initiatives would not have been successful and I can see the fruits of these initiatives impacting positively already. At the beginning of your tenure you set out your COS priorities, do you feel that you have managed to achieve most of them? What is your main priority now for the coming months before you move on from your appointment? I have three clear priorities: Development and Wellbeing of DF Members (including Training and Education and Security of Tenure); Internal Communications; and the Commission on the Future of the Defence Forces. I undertake regular reviews of our progress across these areas to see where I can adjust emphasis and focus to drive improvements. In effect it is a campaign plan and I believe the vast majority of the plan has been achieved. Communications has been hugely important, particularly looking at the Connect app and the monthly update video which summarises all of the progress we have made. Despite those successes, communication remains a challenge. I was out to visit 3 Battalions in the last couple of weeks, and it's the thing I enjoy most as Chief of Staff, being able to go out and talk to people, I call it Chats with the Chief. When I am with the troops, for example a group of private soldiers, I ensure that they are afforded the freedom to speak openly and honestly. I try to engage at a level where we can understand each other and I think that is hugely important for both them and for me as Chief of Staff. Part of our communication strategy was about the DF Board getting out and engaging with students at the end of every course as well as at our leadership seminars and Conferences with Formation/Service Commanders and Directors. I believe this gives really valuable insight into the thinking and approaches of the DF Board as well as giving the DF Board an understanding of the ground truth. It is hugely important that our leadership are communicating the messages they receive – when I speak to senior leaders it isn't good enough to take note of what I am saying, leaders have to understand it, embrace it and then in their own way and style, translate that and bring that information to those under their charge. It's quite clear from the Commission on the Defence Forces that there's going to be huge transformation. Maybe you can discuss some of the positive aspects for the Defence Forces? I believe we have achieved an awful lot over the last year and over the next 12-24 months we will begin to see things coming to fruition. We have spent a huge amount of effort and time to ensure that we have mechanisms in place to develop streamlined and accessible systems to guarantee we develop capabilities and have solid structures to utilise these capabilities. With regard to capability, we have set up a CAPDEV unit with our colleagues in the Department of INTERVIEW BY A/CQMS JOHN ROSSITER INTERVIEW WITH CHIEF OF STAFF LT GEN SEÁN CLANCY COS Lt Gen Seán Clancy speaking with An Tánaiste Micheál Martin at the RDF Regeneration & Development plan event at Cathal Brugha Barracks

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