Do we give our personnel the proper amount of authority to make decisions in their jobs?

2015-07-09T13:10:03-04:00

As we execute our assigned duties, we often have to make decisions for situations that are not clearly delineated in the regulations. As we know, there are times there are 'gray' areas. Especially during contingencies, but often during day-to-day operations, decisions are needed. Based on the guidance of leadership, decisions are upchanneled, but does this need to happen as often as it does? Thoughts?

Response by SFC Stephen King made Jul 9 at 2015 1:12 PM

2015-07-09T13:12:41-04:00

I do I lead from the front providing guidance purpose and motivation

Response by Maj Chris Nelson made Jul 9 at 2015 1:12 PM

2015-07-09T13:12:52-04:00

I make decisions. Some good, some bad. My leadership has mostly supported me over the years (with a couple exceptions). Bad decisions were used as learning tools for me after the fact!

Response by CW3 Private RallyPoint Member made Jul 9 at 2015 1:15 PM

2015-07-09T13:15:14-04:00

This is a very good questions sir, and one that has been highly debated in my workplace as of late. I think the answer lies in the leader at every level. Providing an intent and endstate empowers the leaders underneath you and more times than not will see them accomplish the task successfully in the face of the "gray" areas. The more control over the "how" leaders have the less creativity and the more red tape occurs. In my humble opinion.

Response by CW3 Private RallyPoint Member made Jul 9 at 2015 1:18 PM

2015-07-09T13:18:39-04:00

Considering my detachment commander gathered up all the warrant officers and explicitly told us we're not leaders....I'm going to have to say no. (Sadly, the senior warrant among us seems to have drunk the Kool-Aid)

Response by Sgt Aaron Kennedy, MS made Jul 9 at 2015 1:27 PM

2015-07-09T13:27:25-04:00

My first thought is "Your plate is only so big" which is just another way of saying you MUST learn to effectively delegate. Delegation is one of the most important skills a leader (& supervisor & manager) can have.

The entire US Military structure is built around a Decentralized Command & Control concept. You should be able to ask yourself "If I'm not here, can operations continue?" If the answer to that question is yes, then you are giving your folks enough authority. If the answer is no, then you aren't, or you haven't trained them adequately. If your folks can't say the same thing, you aren't promoting the philosophy down the chain.

On the USMC side, we talk about LCpls being Cpls in Training, and Cpls being Sgts in Training. We're very serious about empowering Marines. We'd rather they make a bad decision in good faith, than no decision. The concept of "Good initiative, Bad Judgement" is espoused constantly, and the butt-chewing for that is significantly different from "Lacks initiative."

Now, the flip side to that is Supervision & Training. It is essential to provide proper supervision & training for your team, because it's just as bad to commit that error (Failure to Supervise Properly), in that you can delegate authority, but NOT responsibility.

Response by MSgt Rob Weston made Jul 9 at 2015 1:57 PM

2015-07-09T13:57:13-04:00

Theoretically, yes. In reality it depends on the unit leaders and how much trust you place in them. I have work with micro managers and leadership deficiency in units, both are devastating to personnel. Sometimes it is best to let the lower level leaders amaze you, while knowing you will get in their business if they are not performing adequately. Also, ensure they know what is expected. Not everything needs to be upchanneled, only what is required by Reg and/or policy. A young leader can amaze when given flexibility.

Response by COL Mikel J. Burroughs made Jul 9 at 2015 2:01 PM

2015-07-09T14:01:21-04:00

Lt Col Private RallyPoint Member there is no way I could have managed to keep everything in order as a Brigade Commander without delegating critical tasks to others on the staff. I was blessed to have a DCO that was very sharp (successful business executive) and we worked very well as a team. I gave him full authority to execute on my behalf and he always kept me in the loop or bounced critical decisions off me that only I had the authority to approve. I was blessed with a great AGR staff and Miltech leadership that I felt comfortable giving authority to on a regular basis. The command team of Commander and CSM was spot on and the CSM knew that I supported his decision and authority with all enlisted ranks throughout the Brigade footprint. The key was solid communications up/down and laterally; and the understanding that certain items I had to approve and be involved in no matter what. I also knew the strengths and weaknesses of each of these key leaders and their positions. I made it a habit to learn and understand what made this tick. This made giving out authority a much easier and beneficial task. Ultimately, I would be held accountable for every decision made on my behalf, but I was confident in the team. It was a great working relationship for over four (4) years. I was very lucky to have such great Leaders/Operators within my command.

This was my second Brigade Command. I learned from all the mistakes I made in the first - and "Yes" we all make mistakes, but learn from them! That's another part of Leadership - growing based on experience (good, bad, or ugly).

Response by SSgt Scott Schwerman made Jul 9 at 2015 2:26 PM

2015-07-09T14:26:16-04:00

I believe the answer to that would vary by the unit. Some say get the job done no matter how. Other units say get the job done but walk this tight rope to get there.

Response by CPT Private RallyPoint Member made Jul 9 at 2015 2:48 PM

2015-07-09T14:48:11-04:00

I think a lot of situations are outside the realm of the regulations even in the day to day taskings. However, I often here leaders make comments like I was shown to do it this way, or thats the way we always do it. I believe we should always strive to find out what the right way to do something is even if it is after the fact. Knowing the right answer for the next time is critical when making on the spot decisions.

Response by CMSgt Mark Schubert made Jul 9 at 2015 2:53 PM

2015-07-09T14:53:22-04:00

Sir, if you don't you should - and if it's happening too often, then that would indicate to me the proper authority has not been given or understood.

Response by MAJ Ken Landgren made Jul 9 at 2015 3:53 PM

2015-07-09T15:53:35-04:00

I wanted the lowest persons to have ownership of their work and we minimized micromanagement.

Response by MSgt Steven Holt, NRP, CCEMT-P made Jul 9 at 2015 10:29 PM

2015-07-09T22:29:34-04:00

Mine is not to run this train, the whistle I cannot blow

Mine is not to say just how far this train will go

I am not allowed to blow off steam or even ring the bell

But let this train run off the tracks, and see who catches Hell!
-Author Unknown

I've been in both arenas. Some commanders were more trusting of those lower on the "food chain". Some were micro-managers from Hades.

Response by SSG Kevin McCulley made Jul 10 at 2015 6:29 AM

2015-07-10T06:29:50-04:00

No. Leaders are affraid a member of the insane leftist zeitgeist is above them in the chain of command "somewhere" that doesn't approve of good order and discipline. They seem to be clustered in the officer corps since commanders can actually force you to think differently. Kinda like ISIS.

Response by PO1 John Miller made Jul 10 at 2015 6:34 AM

2015-07-10T06:34:18-04:00

Lt Col Private RallyPoint Member I think it really depends on the command and/or immediate Chain of Command.
For example, when I was stationed on the USNS Pecos, my Leading Petty Officer was a Second Class (E5) because we didn't have a First Class (E6). She had all the normal authority of an LPO except for one important aspect. She had to seek permission from a First Class outside our shop if she wanted to secure us for the day. Often these First Classes were a--holes and decided that if they were still at work then we had to be also (even if we didn't work for them and all of our work was done). It was rough going until we finally got a First Class of our own!

Response by PO1 Ken Johnson made Jul 10 at 2015 7:33 AM

2015-07-10T07:33:46-04:00

The first thing I learned when I got to my first duty station was a CHIEF PETTY OFFICER is as close to God as any thing on earth! After that, I learned why. The OIC felt that if you were given the responsibility, you had to be given the authority. That didn't end at the E7 level either. Later, as an E-3, I filled the position of an E-5 and along with all the responsibilities, I was given the authority. It's a lesson that I took with me from that day and will continue to take with me as long as I live. At my job today, my department is consistently singled out as being the best trained and most organized in the company. When those accolades come, I fall back on another lesson learned in Uncle Sam's Canoe Club... leaders stand in front when the bullets are flying and in the back when praises are flying.

So to answer your question, Colonel, it depends on who is in charge. My second ship had an E8 that thought he was the only person who could make a decision in the entire department. Only time in my career I saw the CPO Mess not show up for a fellow CPO departing for the last time on the Quarterdeck. Even heard two say, I only showed up to make sure the $%& was finally gone!

Response by MSgt Jim Wolverton made Jul 15 at 2015 10:24 AM

2015-07-15T10:24:18-04:00

I always felt as a SNCO that I had the authority to take care of business the way I knew that I should based on expectations from my leadership and I usually felt I had their blessing. I guess I was lucky!

Response by SSgt Alex Robinson made Jul 29 at 2015 9:56 PM

2015-07-29T21:56:53-04:00

We should. It gives them a sense of ownership in their job and contributes to the success of the mission.

Response by SMSgt Lawrence McCarter made Sep 23 at 2016 3:20 AM

2016-09-23T03:20:16-04:00

One person cannot do justice trying to micro-manage and do everything himself. That never works ! Don't be afraid to delegate authority and stand behind those Supervisors and leaders. Don't make things complicated and only have one set of rules that everyone is familiar with an knows what to expect and what can and can't be done. The concept of teamwork always need to be pushed. people need to feel they are included and their efforts are appreciated. A simple well done or thank You goes a long way. If there was a problem don't embarrass them in front of their peers. Follow those simple rules not only will the job get done but people will go the extra mile without anyone evn having to tell them to do anything. In the long run everyone has easier job. No one had to spend constant time telling people to do their job, they did it because they wanted to and knew it had to be done. Amazing how well that can work and does !

Response by SMSgt Lawrence McCarter made Sep 23 at 2016 1:50 PM

2016-09-23T13:50:32-04:00

I was very fortunate as were all the members of our unit, 3245th SPS at Hanscom AFB, MA which at one point all our officers were prior enlisted NCOs All went off well and none of those Officers forgot where they came from ! (their enlisted ranks ranged from SSgt to MSgt) There was no micro managing and the leadership was outstanding. I had worked there as Security Police Manger, Supt of Operations and also 1st Sergeant. that leadership stretched right down through the Supervisors to the assigned Airmen. The result was our selection as an outstanding Security Police Unit for the entire Command. The teamwork here made everything work well with good decisions at all levels. Two of those Officers who were captains at the time rose to the rank of Colonel, 06 over the course of their career in the USAF. All the officers and NCOs there had good careers followed by the rise of some of the outstanding Airmen.