WORKFORCE
Te general had a way of taking off his glasses and giving you probing looks, Haynes said. Greene would grab his glasses by the bridge and lift them off, then stare at you in complete silence. “Normally, this was an indication that something you either said or did was wrong.” Depending on how bad you'd screwed up, Haynes continued, “the boss would either follow up with a ques- tion to allow you to re-evaluate and correct what was said or done, tell a joke to ease a tense situation, or use the opportunity as a teaching moment. I never observed him raising his voice in anger.”
Greene was effective, Haynes said, in putting things into context, so people could see the larger picture. “Gen. Greene explained to me how the Acquisition Corps impacts our Army and entire military force,” Haynes said. “He cross-walked how acquisition not only ties into logistics, but to other branches and services.” He explained in depth the relationship between acquisition as a function and the warfighter.
Haynes said that it was often clear that Greene was the smart- est guy in the room, and others knew it. But Greene, who had a doctorate in materials science and three master's degrees—two in engineering and one in strategic studies—wasn't the kind of man who needed recognition for how smart he was. Te example he set was about doing his job well, and passing rigor and excel- lence along to others.
Above all, it was clear that Greene valued mentoring. “He once asked, ‘Jeremy, anybody talk career development with you?’ ” Haynes said that no one had. He'd just been told to perform well and the Army would tell him where to go next. Greene was flabbergasted, and said “Who told you that? Tere’s a lot more to that equation.” Haynes told Greene that his dream job was to command a sustainment brigade.
In response, the general, Haynes said “began to cross-walk duty positions I wanted that correlated to my experiences.” During that discussion, Haynes said Greene also gave him an assign- ment. “ ‘Show this to your wife, get her input—and discuss her life goals also.’ We both laughed after he warned me that I may have to negotiate and concede because our plan is not always our spouse's plan.”
ADVOCATE GENERAL By that time, Haynes had seen Greene help other junior officers and enlisted personnel with their careers more than once. He was passionate, engaged and not afraid to fight for others.
“He wasn't afraid to put his rank on the line to fight for what was right or for opportunities for someone else,” Haynes said. “I recall an individual being denied a chance to re-deploy and go to a school that he was selected to attend. Te boss found out. …I recall the boss saying, ‘Just because there's a war in Afghanistan doesn't mean we should stop his professional growth.’ A week or so later, the individual was granted the opportunity to re-deploy and prepare for his course,” Haynes said. “I've been in commands where the mindset is, ‘Te mission is far too important to lose anyone.’ Gen. Greene always instilled in me the importance of people-development as it related to the Army’s big picture. He once said, ‘A positive return on investing in you is that you'll one day invest in others.’ ”
MUTUAL SUPPORT
Sue Myers, Ph.D., visits Haynes at Walter Reed Medical Center shortly after his injury in the 2014 attack that took the life of Maj. Gen. Greene.
LASTING INFLUENCE Tere are no metrics to measure the effect that a mentor can have on a mentee. Nor is there a limit to the dimensions of life and work that a great role model can influence for the better in a mentee. During the period that Haynes worked for Greene,
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