'It is what it is' - but is that the way it has to be?

  • Published
  • By Lt. Col. Jeremy Reeves
  • 6th Air Refueling Squadron
TRAVIS AIR FORCE BASE, Calif. --  I catch myself saying it all too often.  "It is what it is." 

You probably hear it said a lot.  You might even say it yourself on occasion.

"The training was terrible, but it is what it is."  "The commander's policy is a complete waste of time, but it is what it is."  "Our squadron's process is broken and ineffective, but it is what it is."

We typically utter this phrase when the situation is not what it should be, but we want to absolve ourselves of any responsibility to fix it.  We are effectively throwing our hands in the air, accepting the situation as it stands and surrendering the result to fate.  We take the easy way out.

To be sure, as military members there are times we must salute sharply and follow orders.  However, as military members committed to the core value of excellence, there are also times we need to question "business as usual."  We can ill afford to mindlessly waste time and resources on ineffective programs and policies.  Our commitment to excellence should drive us to seek out innovative solutions rather than accepting the situation as "the way it is."

But how do we overcome the inertia of a commonly accepted "truth?"  When you hear the phrase, "it is what it is," start by asking why.

"Why is the training terrible?"  "Why is the commander's policy a waste of time?"  "Why is the squadron's process broken?"

The answer will often reveal the logic behind the process or the lack of logic.  If the answer to the "why" question is "because we have been doing it this way for a while," then it is probably time to address the situation and update the process or program. 

Yes, pointing out the problem and seeking an innovative solution will likely lead to you becoming the process owner.  Becoming the new point of contact will require work on your part.  But by taking on the challenge you will not only gain the satisfaction of knowing you have made your Air Force better, you will also be making your fellow Airmen's time more effective. 

Sometimes we apply the phrase to people when we try to excuse a potentially harmful behavior.

"He is so rude, but that's just how he is."  "She cannot work with a group, but that is how she is." 

Rather than directly addressing the individual's behavior, we accommodate and even enable it. The simple fact is a single person's performance or lack thereof should not drive an entire section's work environment.

Once again, we address the situation simply by asking "why?"  "Why do these individuals act the way they do?"  By opening a dialogue with our fellow Airmen, we can quickly get to the source of the problem.  Their behavior may be the result of a lingering personal issue that can be addressed.  Or they may not even be aware of how they are coming off and need your feedback to correct that.  Indeed, if we are committed to excellence, it is our responsibility to open that dialogue and make a better and more effective work environment.

Excellence is not easy to attain.  In fact, it is something we have to constantly strive for.  But pursuit of excellence starts with a simple word "Why."