ASMC prints its “Pledge of Professionalism” on page 3 of every issue of the
Armed Forces Comptroller journal. From your perspective, what does it mean to be a
DoD financial management professional. Why?
What Is a Department of Defense Financial Management Professional?
By Captain Erica Chabalko
In discussions with family, friends, and others I encounter, the question often arises
about what I do in the military. In an attempt to avoid confusion, I try to frame my
response in a way that makes sense to them. I recognize that my world is a bit different
from theirs, so I try to draw parallels and use language they will understand instead of
spitting out the acronyms that abound in my workplace.
As such, I often respond with, “I’m a chief financial officer (CFO) of a military hospital.”
This probably evokes images of bean counting and green eyeshades. But the truth is
that, as a Department of Defense (DoD) financial manager, I am not just a CFO and my
role is not one-dimensional. Conversely, the current environment demands that I should
be a pentathlete—competent in many disciplines. The AFMC Pledge of Professionalism
highlights the many competencies that a financial manager must exhibit. The purpose of
this essay is to highlight the significance of the Pledge of Professionalism, identify key
themes from the pledge, and describe what being a financial management professional
means to me.
Honored to Serve
Webster’s Dictionary tells us that a pledge is a commitment or a binding agreement.
This definition underscores the fact that, as DoD financial managers, we are taking a
solemn oath. The pledge is important because it reminds us that we serve a higher
purpose. As DoD financial managers, we are public servants and we are united in our
commitment to serve the Nation.
One of the key points from the pledge is a commitment to honorable actions. The
pledge demands integrity and behavior that are beyond reproach. This is something on
which we cannot compromise. It is absolutely necessary that we display the highest
moral character at all times, as emphasized throughout the pledge. Those of us in
Army Medicine have the motto, “Honored to Serve.” This should be our watchword as
financial management professionals. At all times, we should remember that it is a
privilege to manage the resources of the Department and its Components. Of
reputations, James Lowell said, “Reputation is only a candle of wavering and uncertain
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flame, and easily blown out.” As Lowell suggests, just as quickly as you can establish a
reputation of integrity, so too can it be destroyed by inappropriate behavior.
Lifelong Commitment to Learning
The pledge also emphasizes a lifelong commitment to learning. Financial managers
must always thirst for greater knowledge and understanding. A DoD financial manager
must always ask why. The financial manager should never be satisfied with his or her
current level of knowledge and education but should seek to improve himself or herself.
A great financial manager is also engaged with key stakeholders throughout his or her
organization and actively involves them in good stewardship of resources. A manager
who’s truly professional recognizes the importance of empowering everyone in the
endeavor to properly manage resources. This can be achieved through many different
ways. Leaders throughout the organization must educate themselves and others on
available tools for effective resource management, such as defining processes
consistent with regulations, sharing best practices, and scheduling inspections to
provide feedback on performance. This is also achieved through briefings, education,
and other discussions. Great financial managers do not tolerate the saying, “We’ve
always done it this way.” Rather, they ask how things can be improved and constantly
strive to better their organization. This is in keeping with the pledge’s charge to increase
productivity.
Human Capital Management
Financial managers are focused not only on funds management but also on
management of their human capital. This is especially critical in the midst of the
challenges presented by a very uncertain work environment. Financial managers must
understand what drives their employees to excellence. Knowing their employees and
leading them through these uncertain times are crucial. Our greatest strength is our
employees, and a financial management professional must be acutely aware of how to
tap into this resource for the benefit of the organization.
Father James Keller, M.M., founder of The Christophers, once said that “a candle loses
nothing by lighting another candle.” Similarly, much goodness can come from
recognition and encouragement of others. I have found that when I provide
encouragement or praise to others, I am lighting their candles without extinguishing my
own. Positive encouragement has the potential to trigger in others the desire to perform
great things.
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Another important component of human capital management is to ensure that financial
management employees are assessed for their competencies, and then corresponding
development plans are established to ensure that those employees are operating at the
top of their capabilities. Human capital is like any other financial investment, and time
and energy must be spent in order to realize tremendous benefits.
Teamwork
Financial managers do not work in a vacuum. Indeed, they must be adept at
collaborating and committed to teamwork. Particularly in these trying fiscal times, we
are challenged to do more with less. Often—through teamwork—we are able to
accomplish much more than we can alone. Teamwork means putting aside our
differences for the benefit of the organization. Teamwork allows us to tap into resources
we may not personally have at our disposal. It means that we are able to leverage the
collective strengths in order to achieve our mission.
Summary
I have focused this essay on my interpretation of the key points of the ASMC Pledge of
Professionalism and what it means to me to be a DoD financial manager. Some of the
key traits of a great DoD financial manager include pride in serving the Nation, lifelong
commitment to learning, human capital management skills, and teamwork. Collectively,
these skills serve as a foundation for becoming a great DoD financial manager.
Author Bio
CAPTAIN ERICA CHABALKO
Captain Erica Chabalko is the Acting Chie, Resource Management Division, for
Madigan Army Medical Center at Joint Base Lewis-McChord, Washington. She leads a
staff of civilian financial managers responsible for the formulation and execution of a
$540 million budget. CPT Chabalko received her commission from the United States
Military Academy graduating with a BS degree in sociology. She also earned both a
masters in healthcare administration and an MBA from Army-Baylor University. She is a
member of the ASMC Evergreen Chapter.
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