Posted on Sep 20, 2023
If a Soldier fails to reach their potential, can you blame their leadership?
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Naturally, we are responsible for our own actions, or in this case, failure to act. Yet, isn't our organization more than just individuals achieving things for themselves? If so, what about the things Soldiers don't achieve?
Some of you know exactly what I'm getting at. But for others, let's think about it. Insert whatever you want; Marine, sailor, coastie, Airmen, or guardian and ask the question to yourself, If a Soldier fails to do something, who is at fault? In the same breath we answer the Soldier and their first line leader, nearly all of the time. This is barring the aggregious and completely unlawful. Let's agree that there are clearly some things solely attributed to one's own character.
That being said, as an all volunteer military we take in recruits and after a little bit of training we put them to work. But PVT Joe and PVT Jane don't know what they don't know. So let's run with that. If they never go to the board and aim for promotion, or if they never go to Airborne school because they were afraid they couldn't pass the 5-miler, then can we blame them and blame heir NCO? What about those on their left and right?
I hope we take this to heart. It's built into the very fabric of our organization. It's simple, but seemingly taken for granted. What do you think?
Some of you know exactly what I'm getting at. But for others, let's think about it. Insert whatever you want; Marine, sailor, coastie, Airmen, or guardian and ask the question to yourself, If a Soldier fails to do something, who is at fault? In the same breath we answer the Soldier and their first line leader, nearly all of the time. This is barring the aggregious and completely unlawful. Let's agree that there are clearly some things solely attributed to one's own character.
That being said, as an all volunteer military we take in recruits and after a little bit of training we put them to work. But PVT Joe and PVT Jane don't know what they don't know. So let's run with that. If they never go to the board and aim for promotion, or if they never go to Airborne school because they were afraid they couldn't pass the 5-miler, then can we blame them and blame heir NCO? What about those on their left and right?
I hope we take this to heart. It's built into the very fabric of our organization. It's simple, but seemingly taken for granted. What do you think?
Leadership
Development
Accountability
Posted 1 y ago
Responses: 11
Suspended Profile
I wish I had a nickel for every time I heard some senior oversimplify these situations and place blame solely on the leader. However, it is a shared responsibility: (1) The individual is expected to be personally accountable for their own development and performance; (2) Leaders are expected to set expectations, provide guidance, and offer mentorship. Even when these are on track, unit culture and cohesion can play a big role (those people on the left and right of the trooper role-modeling in presence and word what 'right' looks like).
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Have you heard the old adage, "You can lead a horse to water but you can't make him drink"?
Leaders have an onus to effectively mentor and direct those they are responsible for. They should both look "whole picture" and individually to see what guidance is needed most. Even then, if a particular individual lacks the requisite self-motivation and initiative, there is only so much a leader can do to see that individual rise to the top. Some people are content to live in "mediocrity".
Leaders have an onus to effectively mentor and direct those they are responsible for. They should both look "whole picture" and individually to see what guidance is needed most. Even then, if a particular individual lacks the requisite self-motivation and initiative, there is only so much a leader can do to see that individual rise to the top. Some people are content to live in "mediocrity".
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Yes.... and no.
IMHO, we are not real great at evaluating potential. So if a Soldier fails to achieve, before we start looking at leadership failure, we first have to really TRULY look at potential. One of my favorite quips is think about how DUMB the average person is. Now realize half the people are even dumber than that.
Beyond potential is motivation. Yes, motivation is part and parcel of leadership. But external motivation will never be as potent as internal motivation. Hopefully, as leaders, we can find a way to tap that Soldier's internal motivation. But if the Soldier refuses to motivate, external motivation can only go so far.
So, yes. It is 100% the responsibility of not just first-line leaders, but also second-line leaders, who should be identifying and correcting first-line failures, to teach, coach, mentor, and motivate Soldier's to achieve their greatest potential. Not only that, they should be actively working to raise the bar on that potential and expand to new and greater capabilities.
But there are always limits to what lies within the realm of possibility.
IMHO, we are not real great at evaluating potential. So if a Soldier fails to achieve, before we start looking at leadership failure, we first have to really TRULY look at potential. One of my favorite quips is think about how DUMB the average person is. Now realize half the people are even dumber than that.
Beyond potential is motivation. Yes, motivation is part and parcel of leadership. But external motivation will never be as potent as internal motivation. Hopefully, as leaders, we can find a way to tap that Soldier's internal motivation. But if the Soldier refuses to motivate, external motivation can only go so far.
So, yes. It is 100% the responsibility of not just first-line leaders, but also second-line leaders, who should be identifying and correcting first-line failures, to teach, coach, mentor, and motivate Soldier's to achieve their greatest potential. Not only that, they should be actively working to raise the bar on that potential and expand to new and greater capabilities.
But there are always limits to what lies within the realm of possibility.
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We examine what steps the Leader has or could have taken to better "lead". It is not so much to blame the leader for failures, but rather to continually mentor them on their set of responsibilities to the Soldier.
Just like many Soldiers are ignorant of what is expected of them on so many things they give their best according to what they think is expected, so are leaders. If we leaders embrace talent management to its fullest we will understand that every Soldier deserves to be guided.
You have to examine the entire situation, all the circumstances, and all the expectations to decide if and how to allocate blame. Occasionally we see an AAR recognizing that failure wasn't the fault of any one individual but just a 'perfect storm' of reasonable choices that turned out badly. But far more often the guiding principle is that [stuff] rolls down hill.
In the military we see differences among the branches. The Navy seems to take as Gospel the mantra that "The commander is always responsible for everything his unit does or fails to do" while others seem to adhere more to the "rolls down hill" approach.