Hillbilly Elegy: A Memoir of a Family and Culture in Crisis(49)
We used to complain constantly about the biggest perceived difference between our jobs and civilian jobs: In the civilian world, your boss wasn’t able to control your life after you left work. In the Marines, my boss didn’t just make sure I did a good job, he made sure I kept my room clean, kept my hair cut, and ironed my uniforms. He sent an older marine to supervise as I shopped for my first car so that I’d end up with a practical car, like a Toyota or a Honda, not the BMW I wanted. When I nearly agreed to finance that purchase directly through the car dealership with a 21-percent-interest-rate loan, my chaperone blew a gasket and ordered me to call Navy Fed and get a second quote (it was less than half the interest). I had no idea that people did these things. Compare banks? I thought they were all the same. Shop around for a loan? I felt so lucky to even get a loan that I was ready to pull the trigger immediately. The Marine Corps demanded that I think strategically about these decisions, and then it taught me how to do so.
Just as important, the Marines changed the expectations that I had for myself. In boot camp, the thought of climbing the thirty-foot rope inspired terror; by the end of my first year, I could climb the rope using only one arm. Before I enlisted, I had never run a mile continuously. On my last physical fitness test, I ran three of them in nineteen minutes. It was in the Marine Corps where I first ordered grown men to do a job and watched them listen; where I learned that leadership depended far more on earning the respect of your subordinates than on bossing them around; where I discovered how to earn that respect; and where I saw that men and women of different social classes and races could work as a team and bond like family. It was the Marine Corps that first gave me an opportunity to truly fail, made me take that opportunity, and then, when I did fail, gave me another chance anyway.
When you work in public affairs, the most senior marines serve as liaisons with the press. The press is the holy grail of Marine Corps public affairs: the biggest audience and the highest stakes. Our media officer at Cherry Point was a captain who, for reasons I never understood, quickly fell out of favor with the base’s senior brass. Though he was a captain—eight pay grades higher than I was—because of the wars in Iraq and Afghanistan, there was no ready replacement when he got the ax. So my boss told me that for the next nine months (until my service ended) I would be the media relations officer for one of the largest military bases on the East Coast.
By then I’d grown accustomed to the sometimes random nature of Marine Corps assignments. This was something else entirely. As a friend joked, I had a face for radio, and I wasn’t prepared for live TV interviews about happenings on base. The Marine Corps threw me to the wolves. I struggled a bit at first—allowing some photographers to take photos of a classified aircraft; speaking out of turn at a meeting with senior officers—and I got my ass chewed. My boss, Shawn Haney, explained what I needed to do to correct myself. We discussed how to build relationships with the press, how to stay on message, and how to manage my time. I got better, and when hundreds of thousands flocked to our base for a biannual air show, our media relations worked so well that I earned a commendation medal.
The experience taught me a valuable lesson: that I could do it. I could work twenty-hour days when I had to. I could speak clearly and confidently with TV cameras shoved in my face. I could stand in a room with majors, colonels, and generals and hold my own. I could do a captain’s job even when I feared I couldn’t.
For all my grandma’s efforts, for all of her “You can do anything; don’t be like those fuckers who think the deck is stacked against them” diatribes, the message had only partially set in before I enlisted. Surrounding me was another message: that I and the people like me weren’t good enough; that the reason Middletown produced zero Ivy League graduates was some genetic or character defect. I couldn’t possibly see how destructive that mentality was until I escaped it. The Marine Corps replaced it with something else, something that loathes excuses. “Giving it my all” was a catchphrase, something heard in health or gym class. When I first ran three miles, mildly impressed with my mediocre twenty-five-minute time, a terrifying senior drill instructor greeted me at the finish line: “If you’re not puking, you’re lazy! Stop being fucking lazy!” He then ordered me to sprint between him and a tree repeatedly. Just as I felt I might pass out, he relented. I was heaving, barely able to catch my breath. “That’s how you should feel at the end of every run!” he yelled. In the Marines, giving it your all was a way of life.
I’m not saying ability doesn’t matter. It certainly helps. But there’s something powerful about realizing that you’ve undersold yourself—that somehow your mind confused lack of effort for inability. This is why, whenever people ask me what I’d most like to change about the white working class, I say, “The feeling that our choices don’t matter.” The Marine Corps excised that feeling like a surgeon does a tumor.
A few days after my twenty-third birthday, I hopped into the first major purchase I’d ever made—an old Honda Civic—grabbed my discharge papers, and drove one last time from Cherry Point, North Carolina, to Middletown, Ohio. During my four years in the Marines, I had seen, in Haiti, a level of poverty I never knew existed. I witnessed the fiery aftermath of an airplane crash into a residential neighborhood. I had watched Mamaw die and then gone to war a few months later. I had befriended a former crack dealer who turned out to be the hardest-working marine I knew.