"90% of your time is spent on 10% of your Soldiers." Do you agree with this sentiment?

CPT Private RallyPoint Member — Fri, 18 Dec 2015 12:34:59 -0500

A mentor of mine once told me that as a leader, 90% of my time would be spent on 10% of my Soldiers.

This has always seemed to be true. Most people think of the 10% as your troublemakers, and although this is true, I also have found that my high-speed Soldiers are also a part of that 10%. Whether it's rec letters or preparing for boards, I find that a lot of time is spent on Soldiers who fall at either end of the spectrum.

Do you agree with this sentiment, and what do you do in order to work with the other 90%?

Response by MSG Brad Sand made Dec 18 at 2015 12:58 PM

MSG Brad Sand — Fri, 18 Dec 2015 12:58:51 -0500

Actually more like 80/20, but that is pretty much the break down of everything meaningful in life.

Response by MAJ Private RallyPoint Member made Dec 18 at 2015 1:19 PM

MAJ Private RallyPoint Member — Fri, 18 Dec 2015 13:19:38 -0500

Absolutely .... the time is takes to chapter a Soldier or do Article 15 rights takes more than twice the time it takes to advance a Soldier (paperwork scenario). The minority that need help meeting the standard will consume the majority of your time.
When you have high speed Soldiers counselings are a simple read and sign, even boards are show up and introduce.
Everyone is important and deserves attention, but you cannot be every where at once. Be sure to acknowledge the achievements of your 90% and hope that your 10% will want to join the rest.

Response by COL Jean (John) F. B. made Dec 18 at 2015 1:39 PM

COL Jean (John) F. B. — Fri, 18 Dec 2015 13:39:47 -0500

CPT Private RallyPoint Member -- While there is certainly some truth to that (although I think it more like 2%.. or was), a leader must not lose sight of the need to take care of all the troops. If a few are eating up all your time and taking away your ability to give the attention needed to all, take the time necessary to get rid of them. It is simply not worth the pain and effort to deal with them.

When I was a young officer, I did not believe in administrative discharges. I told recalcitrant soldiers that I intended for them to fulfill every minute of their enlistment contract and that they could do it at Fort Benning (at that time) or at Fort Leavenworth (in the Disciplinary Barracks)... the choice was theirs, but they would served every minute. At that time the 2% were eating up an inordinate amount of my time... As I got "older and wiser", I realized that it was not fair to the rest of my soldiers, who deserved my attention (whether they wanted it or not) and, also, who did not deserve having to put up with the BS from the 2% who were a**holes. I changed my opinion and started getting rid of the troublemakers though admin discharges (and some convictions/prison sentences) and life was much better.

Identify the problem children and take the time to counsel them, document it, and get rid of them. Life is too short to mess with them and the Army deserves better. I used to tell people that there is no such thing as a worthless soldier, because he/she can always be used as a bad example.

Response by Sgt Aaron Kennedy, MS made Dec 18 at 2015 3:23 PM

Sgt Aaron Kennedy, MS — Fri, 18 Dec 2015 15:23:06 -0500

Pareto Principle, or the 80/20 rule.

It's amazing what it applies to. Most things (80%) are on "auto-pilot" and you will only expend 20% of your effort on them, while expending 80% of your effort on the remaining (20%).

Response by PO3 Michael James made Dec 18 at 2015 7:12 PM

PO3 Michael James — Fri, 18 Dec 2015 19:12:44 -0500

1LT Cho, Sir;.. Overall I find this to be true.. However, I may add.. That being aware of both sides of the spectrum.. makes you very observant, consequently a good leader..

Response by MAJ David Vermillion made Dec 18 at 2015 9:16 PM

MAJ David Vermillion — Fri, 18 Dec 2015 21:16:32 -0500

Having commanded 3 companies, I find this statement true. You want to spend more time with the upper echelon soldiers but more than not you always seem to be babysitting the troublemakers. It takes a real dedication and deliberate actions on your part to give service to the better soldiers. It can be done but you have to plan to do, it's no accident.

Response by SSgt Jim Gilmore made Dec 18 at 2015 11:08 PM

SSgt Jim Gilmore — Fri, 18 Dec 2015 23:08:50 -0500

Having never commanded anything I can tell you for a fact this is true. I was one of those "problem children" that just wasn't with the program all the time. I had a tendency to do the right what at the wrong when. I spent a great many hours in discussions on getting it right. Somewhere along the line things started sinking in. I went on to have a good post military life and credit or blame if you will much of it on those senior to me taking the time and at times pushing me hard in the right direction.

Response by SGM Eric Lobsinger made Dec 19 at 2015 2:09 AM

SGM Eric Lobsinger — Sat, 19 Dec 2015 02:09:19 -0500

My initial response was that 90/10 sounded about right. However, I have to admit that I attempted to be closer to 70/30 or 60/40. We tend to be drawn toward the top or bottom performers, which do take quite a bit of our time. However, my second platoon sergeant (SFC Sherman Miller (1990-1991), an early mentor, would always talk of the importance of sharing your time, as much as you could, with all of your Soldiers (or Airmen, Sailors, Marines, KATUSAs (Korean at the time), etc.) and to not focus on a minority of them (top/bottom performers). I have had the pleasure of serving with some truly great Soldiers who inspired me personally; with a majority of good, dedicated professionals who wanted to do the right thing; and then with a few who did not attempt to ... or could not ... meet the Army's minimum standards. The great thing is that we all have our philosophies and experiences that serve to enhance the team.

Response by BG David Fleming III made Dec 19 at 2015 9:00 AM

BG David Fleming III — Sat, 19 Dec 2015 09:00:19 -0500

I'm more flexible with percentages. Sometimes you will find yourself sending 99% of your time dealing with 1% of the soldiers for an extended time until the message is well delivered! Overall your numbers are accurate.

Response by Lt Col Jim Coe made Dec 19 at 2015 1:10 PM

Lt Col Jim Coe — Sat, 19 Dec 2015 13:10:08 -0500

I worked for a wise boss who spoke about the 20/60/20 rule. The top 20% can be depended on to always do the job as well as they possibly can. They volunteer for extra duties and the difficult task. They are self motivating. We tend to spend too little time on these folks. The middle 60% gets the job done. They support the mission and use their skills to meet standards. They stay out to trouble and don't make much "noise." We can't get along without the "middle 60," but tend to ignore them. The leader must make sure they stay oriented on the top 20% as examples, not the bottom 20%. The bottom 20% are the problem people. They do the bare minimum of work and marginally contribute to the mission. They are often outspoken in their criticism of leadership and some are good at persuading others, thus there is a danger they will drag some members of the middle 60 into their camp. They get the most attention and time from the leaders.

Response by 1SG Private RallyPoint Member made Dec 19 at 2015 3:21 PM

1SG Private RallyPoint Member — Sat, 19 Dec 2015 15:21:55 -0500

There are two kinds of Soldiers: ones that do what they are supposed to do without being asked, and ones that need constant monitoring, orders, and enforcement to do what they are supposed to do. I like to think that there are more in the former category than the latter, but I don't get to choose the cards that I am actually dealt.
To lead the former, you need to be the unimpeachable example, accountable for your actions, and decisive in execution.
To lead the latter, you need patience, cohesion (where your "do the right thing" Soldiers auto-correct the slackers away from the CP), and well-trained and focused NCOs who know their Soldiers.

Do this, and the ratio gets further and further away from the 90/10 number, and closer to where it should be.

Response by MAJ Rene De La Rosa made Dec 19 at 2015 8:04 PM

MAJ Rene De La Rosa — Sat, 19 Dec 2015 20:04:47 -0500

That 10% can make the CDR's job hell. For instance, a newly arrived civilian with union ties arrives to your department, and you are the rater. This person has been hellish in every department he has ever served in, yet CPAC does not have the paper on him. For months, he was the true bane of my existence. So, it is not only the enlisted, but civilians as well. The irony: once the paperwork is done, they fight to STAY in! Huge suggestion: get them on standards immediately, so that there are no misunderstandings.

Response by SGT Patrick Reno made Dec 20 at 2015 5:37 PM

SGT Patrick Reno — Sun, 20 Dec 2015 17:37:40 -0500

Yes it happens every where. If you think a lot of time is spent on problem soldiers you should try having the owners son work for you. Not only does he have ADS but can you imagine a 24 year old that will pick his nose in a room full of people and eat it. It warms my heart every time I think about him being worth millions someday.

Response by CSM Private RallyPoint Member made Dec 23 at 2015 9:40 AM

CSM Private RallyPoint Member — Wed, 23 Dec 2015 09:40:02 -0500

You will spend 90% of your time with 10% of your Soldiers only if you allow that to happen. You should let the system take care of those who can't (or won't) be developed into good Soldiers. Don't let them rent space in your head and concentrate on the 90%. Make sure you have a good counseling system that doesn't just meet the regulatory requirements, but really works at leader development. If that fails start the separation process and concentrates on the good ones.