Posted on Sep 18, 2014
Have the "Armed Forces" leaders become less professional based when it comes to training their subordinates?
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In the last 14 years I have been in I have seen many things change when it comes to supporting our people, building them up and encouraging them to do the right thing. I remember being sat down and given hands on training, I was built up, people took time to help me develop my skills. Once when I was an E3 I asked a Master Chief why he spent so much time on training me and a few others in our rates. His response was " you are all the future of the (my) Navy, the knowledge I share with you is my legacy, just because I am a Master Chief and am soon to retire does not mean I have to take all I have learned in my 33 years with me. Your success, what you teach others is my (navy) service legacy".
When I first joined I saw many Senior E6's, Chief and Officers go to bat for their subordinates, lately it seems that no one steps up and it's easy to point fingers at everyone else. Telling a subordinate that their leadership skills "suck" they need to do more E-learning leadership courses is not how to develop a good leader. I'm sorry but true leadership isn't obtained by watching an hour video than taking a 50 question quiz. It's by observing it in person, having someone to guide you along the way. If a young service member has bad leadership, that only cares about their own advancement and progress, this service members examples of leadership are the failures, not the young service member. He/she doesn't know any better because it's what they have seen and in a way been taught. What do you think has been a major influence on these changes?
When I first joined I saw many Senior E6's, Chief and Officers go to bat for their subordinates, lately it seems that no one steps up and it's easy to point fingers at everyone else. Telling a subordinate that their leadership skills "suck" they need to do more E-learning leadership courses is not how to develop a good leader. I'm sorry but true leadership isn't obtained by watching an hour video than taking a 50 question quiz. It's by observing it in person, having someone to guide you along the way. If a young service member has bad leadership, that only cares about their own advancement and progress, this service members examples of leadership are the failures, not the young service member. He/she doesn't know any better because it's what they have seen and in a way been taught. What do you think has been a major influence on these changes?
Leadership
Professionalism
Subordinates
Sailors
Edited 10 y ago
Posted 10 y ago
Responses: 9
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PO1 Shannon Drosdak, you make an excellent point. I've seen similar changes in the Army at times, and I attribute it to a generational shift. The "me generation" is focused on "me." I'll bet that some of the changes you note are attributable to that. Plus, as these younger leaders mature, their attitudes may very well change for the better.
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SFC Boots Attaway
Monty I have seen some continue with their "Me" attitude because no one has corrected them and taken the time to show them how to be a real leader.
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PO1 Shannon Drosdak
CW5 Scott Montgomery, I am hoping that some of their attitudes do change, at least for the younger generations. I tell my guys all the time take the frustration you have and learn from it, what you dislike from a leader ensure that is a change you have for yourself as one. There is still a "rare breed" in the service that speak and step up, I just hope they are not crushed by the ones that are about themselves and not the team.
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PO1 Shannon Drosdak
SFC Boots I agree, and if you try to correct them or explain where the changes need to be made the response is usually that you're a jack hole. (My word of the two put together)
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If E-Learning and other computer-based training (CBT) materials made great leaders - this military would walk on water. It takes honing and by honing it means putting your subordinates in the driver's seat. This may be more painful as delegation doesn't clear your responsibility and accountability for the task - but it builds winners.
The number one problem I find in the military and after nearly 21 years of service is OWNERSHIP. My latest push among my junior leadership is to "OWN IT." I want them to brief myself and the Commanding Officer on their programs. This not only builds confidence, it allows me to inspect it. Not inspected - not expected. Can't get that out of an E-Learning Course or NKO. But it will build them up - give them knowledge, and help them to OWN IT.
I do have a problem though that I find an increased number of PO1s and other leaders who are afraid to make a decision. I don't know why. I hope that this doesn't mean they feel that they haven't been empowered - if that is the case they should discuss this with their Chiefs or their CMC. The bottom line is indecision IS a decision. Don't be the one who cannot make up their mind. Know your governing instructions on things you're in charge of. And, if you're in charge of something or leading people - put them in charge of things to build them up because leadership skills don't develop overnight and that is how you learn. The more that your junior personnel can learn to handle, the better leaders they are and THEY ARE THE NAVY OF TOMORROW! I plan on being retired in a few years and at best have 9 years left but am realistic and know that probably won't come to fruition. When I hang up the uniform after my ceremony I want to be able to say that I've made my little piece of the Navy better than when I found it - and when those Sailors I leave behind are taking ownership of that piece - I believe that will be proof that I did.
The number one problem I find in the military and after nearly 21 years of service is OWNERSHIP. My latest push among my junior leadership is to "OWN IT." I want them to brief myself and the Commanding Officer on their programs. This not only builds confidence, it allows me to inspect it. Not inspected - not expected. Can't get that out of an E-Learning Course or NKO. But it will build them up - give them knowledge, and help them to OWN IT.
I do have a problem though that I find an increased number of PO1s and other leaders who are afraid to make a decision. I don't know why. I hope that this doesn't mean they feel that they haven't been empowered - if that is the case they should discuss this with their Chiefs or their CMC. The bottom line is indecision IS a decision. Don't be the one who cannot make up their mind. Know your governing instructions on things you're in charge of. And, if you're in charge of something or leading people - put them in charge of things to build them up because leadership skills don't develop overnight and that is how you learn. The more that your junior personnel can learn to handle, the better leaders they are and THEY ARE THE NAVY OF TOMORROW! I plan on being retired in a few years and at best have 9 years left but am realistic and know that probably won't come to fruition. When I hang up the uniform after my ceremony I want to be able to say that I've made my little piece of the Navy better than when I found it - and when those Sailors I leave behind are taking ownership of that piece - I believe that will be proof that I did.
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PO1 Shannon Drosdak It takes great personal discipline and strength of character to train your subordinates to take over your job - especially when you're told that you're being forced out of the service. It's hard to accept, but all of us, no matter where we are in our military careers, will eventually be forced out. Call the mechanism whatever you like, we are only in the service a short time.
The decision made by the Master Chief in your thread is a perfect example of that discipline and strength of character. At some point in our career we make such a decision. We choose to either be the good sailor to the very last and have the Navy come down to the engineroom and haul us to the retirement ceremony or we choose to be the ROAD scholar and float ashore. Each of us must make that decision and live with it.
The greatest compliment I ever received and one I treasure the most was from a Chief that I knew briefly as a FA prior to my retirement. I was at a working lunch with some fellow contractors on a Joint Base. At the end of the meal I made my way to the head and ran into this young Chief (why do they all look so young these days?). As we stepped out of the head he looked at me and asked: "are you George Medley? were you on the USS Conolly in 1996?" I replied to the affirmative. He stopped, looked at me and extended his hand. I was perplexed, having no idea what this was all about. He continued: "I just wanted to shake the hand of the man whose CSMP (Consolidated Ship's Maintenance Plan) for his entire department (Engineering) became known as the best written, organized and documented CSMP in the Atlantic Fleet for 3 years running. It took me a moment...I had completely forgotten my time and efforts underweigh working on job request after job request.
Apparently, even after we depart we leave a mark. What kind of mark and how it's viewed by those we trained is completely up to us.
Take care of my (now yours) Navy PO1.......
The decision made by the Master Chief in your thread is a perfect example of that discipline and strength of character. At some point in our career we make such a decision. We choose to either be the good sailor to the very last and have the Navy come down to the engineroom and haul us to the retirement ceremony or we choose to be the ROAD scholar and float ashore. Each of us must make that decision and live with it.
The greatest compliment I ever received and one I treasure the most was from a Chief that I knew briefly as a FA prior to my retirement. I was at a working lunch with some fellow contractors on a Joint Base. At the end of the meal I made my way to the head and ran into this young Chief (why do they all look so young these days?). As we stepped out of the head he looked at me and asked: "are you George Medley? were you on the USS Conolly in 1996?" I replied to the affirmative. He stopped, looked at me and extended his hand. I was perplexed, having no idea what this was all about. He continued: "I just wanted to shake the hand of the man whose CSMP (Consolidated Ship's Maintenance Plan) for his entire department (Engineering) became known as the best written, organized and documented CSMP in the Atlantic Fleet for 3 years running. It took me a moment...I had completely forgotten my time and efforts underweigh working on job request after job request.
Apparently, even after we depart we leave a mark. What kind of mark and how it's viewed by those we trained is completely up to us.
Take care of my (now yours) Navy PO1.......
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