Posted on Nov 5, 2014
How do tactical level leaders keep the best officers/NCOs in uniform to become tomorrow's senior leaders?
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Posted 10 y ago
Responses: 4
This is really a great question, and narrowing it down to "tactical" leaders makes it very challenging, since the most relevant policy issues are at the General Officer level.
The primary element that I would suggest is that tactical leaders (assuming O-3 through O-5 and E-7 and above) can do is to support the individual career paths of their subordinates... even if that means that the unit will eventually lose them or if the career path differs from what you personally think is best for the service member's "traditional" career track.
I've met plenty of officers who got out not because they didn't want to continue to serve, but because their chain of command wouldn't support their career goals, even though it was a net benefit to the service.
The primary element that I would suggest is that tactical leaders (assuming O-3 through O-5 and E-7 and above) can do is to support the individual career paths of their subordinates... even if that means that the unit will eventually lose them or if the career path differs from what you personally think is best for the service member's "traditional" career track.
I've met plenty of officers who got out not because they didn't want to continue to serve, but because their chain of command wouldn't support their career goals, even though it was a net benefit to the service.
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LTC (Join to see)
Thanks for the response. As I am trying to manage the talent in our BN, there are several officers who have told me they are getting out that I wished would stay in.
I think you are exactly right, but the disconnect comes from the tactical leaders at the BN and BDE level and the career managers who think that the "standard" career path is all that gets people where they want to go.
I think you are exactly right, but the disconnect comes from the tactical leaders at the BN and BDE level and the career managers who think that the "standard" career path is all that gets people where they want to go.
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LTC Yinon Weiss
LTC (Join to see) Another aspect of it may be encouraging the young officers and NCOs to understand that there can be a variety of other avenues to pursue in the military. For example, I knew a great SF officer who decided he wanted to do something else, and ended up going into the Strategic Plans and Policy Functional Area. I never knew about that, and still don't even understand it exactly, but I know he is much happier there, and the Army was able to retain a great officer because of it.
For officers there are also tracks where they can go get their Masters degree on the Army's dime and then go teach afterwards at West Point. There are also foreign exchange opportunities, which are great experiences.
In summary, for folks that are at the top of the list for retention, the Army has to do a lot more than just promise "it will get better" or "you'll appreciate it more when you're sitting where I am." We have to offer them compelling opportunities that perhaps they have not considered or don't even know about. In my view, this is worth it for the military to retain its top leaders in an increasingly peace time environment.
For officers there are also tracks where they can go get their Masters degree on the Army's dime and then go teach afterwards at West Point. There are also foreign exchange opportunities, which are great experiences.
In summary, for folks that are at the top of the list for retention, the Army has to do a lot more than just promise "it will get better" or "you'll appreciate it more when you're sitting where I am." We have to offer them compelling opportunities that perhaps they have not considered or don't even know about. In my view, this is worth it for the military to retain its top leaders in an increasingly peace time environment.
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SFC (Join to see)
LTC Yinon Weiss, thank you so much for saying what you did. A junior leader will appreciate the service that much more if they are given the chance to excel, even if the unit will end up losing one of their "golden children." I applaud you for acknowledging that.
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Sir, great question. There are many things that can be done but the top ones I can think of is 1) holding subordinate leaders accountable (this is why we have so many toxic leaders and criminals who should have been purge a long time ago), 2) allowing NCOs to do their job without micro-managing, and 3) encourage and promote awards based on merit instead of rank.
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I just read an article the other day about the number one way you can tell that your boss likes you, and that's by simply looking to see if he's ever said "Good job." This thread reminded me of that. You can keep the best around by simply being a genuine leader. Recognize good work. Develop your subordinates. Give them a purpose. Make them enjoy coming to work and they'll keep coming back.
You're not going to be able to keep everyone. Other factors always come into play - family decisions, location, other goals - but you can keep a lot more by giving them a fulfilling place to work for the time that you have them.
You're not going to be able to keep everyone. Other factors always come into play - family decisions, location, other goals - but you can keep a lot more by giving them a fulfilling place to work for the time that you have them.
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SMSgt Lawrence McCarter
Also it important to tell Your people they did a good job when they did, You can get a lot of mileage out of that praise. Even if people say they don't need that they do and tend to go above and beyond because they want to. In public praise is fine but if they made a mistake that should be private and don't dwell on it, make the correction and move on. These are all things I learned from a NCO I worked for many years back and I applied those same standards as they worked so well. That NCO, then TSgt Samual Dickens (He retired as a MSgt) was the one man I learned more from than any person I've ever encountered on how to handle people and build moral and get the job done properly.
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