I recently finished Metal Gear Solid 3: Snake Eater, a game I began in 2004 and never finished.
It fills in much of the story I’ve been missing in the saga. I’m not done yet though. I still need to finish MGS 4 / Portable Ops / Peace Walker.
Then, I really owe myself another playthrough of MGSV – so much more will make sense (hopefully – I know that’s a stretch).
Whenever I’m engrossed in a game, I tend to write about it. MGS3 inspired a few posts on the blog.
The “Mother of Special Forces” – There’s a fascinating cut-scene early in MGS3 where we learn a little bit about Snake’s mentor – the Boss. She is referred to as a the ‘Mother of Special Forces.’ The codename the Russian’s give her is Voyevoda – warlord. This was an opportunity to write about the actual “Father of Special Forces” – Colonel Aaron Bank.
“Toxic Mentorship” through Boss and Snake – Mentorship is such an important aspect of military life, but it is rare that we talk about “toxic” mentorship. The Boss’ defection to the Soviet Union and the way she tries to leverage her relationship with Snake as a mentor is a form of this type of toxic mentorship.
The saga of Tom Olsen – This is not necessarily tied to MGS3, but it took place while I was playing it so I was very Metal Gear-primed. It was fascinating to watch the Metal Gear fandom go bonkers for a small-scale deception operation.
Enjoy these posts? Sign up for the monthly newsletter.
“The Boss” is Snake’s mentor, for those who know their Metal Gear lore. She is a legenedary soldier and the “Mother of Special Forces.“
In a few of the early scenes in Metal Gear Solid 3: Snake Eater, this mentorship relationship takes center stage. It becomes the proximate drama that drives the story: a mentor who betrays her country versus her disciple sent to stop her.
What became clear to me, though, during these scenes, is just how “toxic” this mentorship has become.
Toxic leadership is a well-known phenomenon, especially in the military. Army doctrine (AR 600-100) defines toxic leadership as “a combination of self-centered attitudes, motivations, and behaviors that have adverse effects on subordinates, the organization, and mission performance.“
Usually, we’re talking about toxic leadership in regards to a leader who has direct influence over subordinates in an organization. His or her toxic behaviors can be destructive to the organization. Effects can include lowered morale, decreased productivity, lower retention and more.
If you have served with a toxic leader, which I am willing to bet most people would attest, you know how difficult these periods can be.
But what if it is your mentor who is toxic? And worse, what if your mentor “wasn’t always that way” but has changed over time?
Our mentors are supposed to be the ones we go to for advice. Usually, our mentor is not our direct supervisor or even in the chain of command. It’s someone we can return to over time to check-in with, making sure we’re on the right path. The ones who can be honest with us and give us unvarnished feedback.
What does toxic mentorship look like? It’s hard to say. Conversations with mentors can seem different than conversations with your boss.
Many of us have experienced this. The advice given might seem a little more raw or cut-throat. Sometimes, this feels like you are being let in on a secret, or maybe as a mentee, you’ve reached a point where you can “handle” this level of advice.
Have you ever left a mentorship session or hung up the phone thinking, “Hm, that was not what I expected.”
And in truth, maybe the advice just is a little more raw. Maybe you are being let in on a secret.
Sometimes, though, people just change.
A toxic mentor – especially in a military context – might be someone who implores you to demonstrate loyalty to an individual as opposed to a unit or a specific mission. Or to engage in potentially destructive behaviors or practices that would otherwise be off-limits.
In the below three scenes, we witness Boss’ mentorship to Snake degrade from one of sage advisor, discussing the intricacies, contradictions, and challenges that professional soldiers face, to demanding individual loyalty from one of her “disciples.”
Scene 1: In this CODEC call, the Boss is reintroduced to Snake. It is clear that they have a long-standing mentorship/mentee relationship and then offers some sage advice on patriotism, loyalty, and what it means to be a career soldier. To this point, it seems standard fare.
Scene 2: In this scene, the Boss states that she is defecting to the Soviet Union. She is also bringing two “Davy Crockett” nuclear warheads as a gift. Snake feels betrayed by his mentor, and to add injury to insult, she breaks his arm and tosses him over the bridge.
Scene 3: Soon after arriving on the mission to eliminate Boss, Snake gets ambushed – by the Boss. For some context to the below, Snake is wearing the Boss’ bandana, which fell with him when she tossed him off the bridge. They exchange some words, and as Boss is leaving, Snake demands answers:
Snake: Why’d you defect?
Boss: I didn’t. I’m loyal… to the “end.” To my purpose. What about you, Jack? What’s it going to be? Loyalty to your country, or loyalty to me? Your country, or your mentor? Your mission, or your beliefs? Your duty to your unit, or your personal feelings?
You don’t know the truth yet. But sooner or later, you’ll have to choose. I don’t expect you to forgive me. But you can’t defeat me either. You know me too well. Just look at that bandana. If you can’t put the past behind you, you won’t survive long. If we meet again, I’ll kill you.
Enjoy these posts? Follow me on Twitter and sign up for the monthly newsletter.