Blankets or Warmth: What Are You Measuring?

While deployed to Iraq, my unit was tasked with advising the Iraqi Department of Border Enforcement (DBE). During our visits to border headquarters, we worked with DBE leaders to improve their operations—whether it was training personnel, managing communications, or overseeing the supply chain for nearly 5,000 border guards.

One recurring issue came up in our conversations with the supply officer: his warehouse at the brigade level was fully stocked, yet when we visited individual guards at remote outposts, they often reported not having the basic necessities to do their jobs. The blanket became the symbol of this disconnect.

After multiple visits and discussions, we finally asked the supply officer why he wasn’t distributing blankets and other essential supplies to the guards who needed them. His response was telling:

“If I give away all of my blankets, I’ll fail my inspection.”

In the Iraqi military, success wasn’t measured by whether resources were being used effectively—it was measured by whether they were physically present in the warehouse. It didn’t matter if the blankets were helping the guards in the field; what mattered was that they existed on an inventory sheet.

The Real Issues at Play

As we dug deeper, we realized two core problems:

1. They were measuring the wrong metric. The focus was on the number of blankets in storage, rather than whether they were reaching the people who needed them.

2. There was a deep-seated fear of asking for more resources. The supply officer believed that if he depleted his stock, he’d be accused of theft. Instead of distributing supplies efficiently, he hoarded them to protect himself.

It’s easy to see the flaw in this system from the outside. But this kind of thinking isn’t limited to the Iraqi military. I’ve seen the same issue in U.S. organizations, where leaders focus on arbitrary numbers—hours worked, attendance rates, budget spending—without asking whether those resources are being used effectively.

The Impact of Fear and Mistrust

Beyond the flawed metric, the bigger issue was trust. The supply officer wasn’t just afraid of running out of blankets—he was afraid of the consequences of doing his job. He didn’t trust his leadership to provide more supplies when needed, and he feared that if he asked, he’d be accused of wrongdoing.

This same pattern exists in many organizations. When leaders assume their teams are misusing resources, they create a culture where employees hesitate to ask for what they need. Fear of blame leads to inefficiency, hoarding, and ultimately, stunted growth.

How to Avoid the “Blanket Problem”

So, how do you prevent this kind of dysfunction in your own organization?

1. Measure the right things. The goal isn’t to stockpile resources; it’s to ensure they’re used effectively. Whether it’s blankets, budgets, or employee hours, align your metrics with what actually drives success.

2. Build a culture of trust. High-trust organizations are consistently more effective. Leaders must engage with both mid-level managers and frontline employees to understand what’s really happening on the ground. When people trust their leadership, they are more likely to communicate openly about what they need to succeed.

The lesson of the blankets is simple: An organization can’t function effectively if it prioritizes numbers over outcomes and fear over trust. Leaders who shift their focus to meaningful metrics and foster a culture of transparency will create stronger, more resilient teams—whether on the battlefield or in the boardroom.

Photo by Conny Schneider on Unsplash