Posted on Feb 4, 2015
Holding Soldiers Beyond Operational Requirements
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- Soldiers generally work more than 40 hours a week on a routine basis. I would go so far to say that a normal work week is 60 hours (12x5).
- I have always used the assumption that it all comes out in the end. Therefore if the work is done and there is nothing to do then do not do it at work.
- A possible risk in early release is that last minute changes/orders come down. This can be mitigated via text/phone that was not as prevalent 20 years ago and by company level leadership underwriting these decisions by subordinate leaders. If BDE/BN push last minute things for execution that day then this should highlighted and discouraged, if not eliminated. Unless a unit is in combat or it is a life, limb, eyesight issue then it is not that damn important regardless of who is it coming from.
- I have always used the assumption that it all comes out in the end. Therefore if the work is done and there is nothing to do then do not do it at work.
- A possible risk in early release is that last minute changes/orders come down. This can be mitigated via text/phone that was not as prevalent 20 years ago and by company level leadership underwriting these decisions by subordinate leaders. If BDE/BN push last minute things for execution that day then this should highlighted and discouraged, if not eliminated. Unless a unit is in combat or it is a life, limb, eyesight issue then it is not that damn important regardless of who is it coming from.
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SSG (Join to see)
Nothing like receiving a suspense that is due that day when higher had known weeks in advance.
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SGT Nia Chiaraluce
I think the obvious answer is, if mission constraints have been met it is contingent upon the leaders in the appropriate positions to make that administrative decision. I am a firm believer in proper planning and execution will result in better product, however hasty missions occur in the Army daily. Assess your squad or platoon and those with children or appointments release early. Also, remember to comp them time with an early release day if coordinated with the 1SG in advance. If this becomes the norm during a non-training cycle there are policy letters in place that can help plead your case to a squad leader or platoon sergeant. The key here is balance as a leader and not to run your team, squad or platoon into the ground. Take care of your soldiers and they will in turn be more apt to work the longer hours required for hasty timelines and due outs.
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The simple answer is there is always something to do. Always. Whether it is gear maintenance, Motor Pool, Armory time, PT, PT Recovery Time, "Team Building Exercises," or whatever. There is always something that can be done.
It's just a matter of having a "training schedule" in addition to the "operational schedule."
Knowing what the schedule is, is the sign of a good administrator. Being a good administrator will help you be a good leader in the long run. The reason I say this is because it lets you "forecast." It also lets you "juggle" things around as needed. If you are always reacting, you are never acting.
So.
"Sir, we've got a Team Building exercise scheduled Thursday afternoon 1300 at the E-Club. Once it's over, I'm going to secure them until Friday morning PT. PT recovery time after that, followed by chow, and everyone back in the office at 1300 to check in, then we're going to take care of personal administration about the Base. We'll do a liberty brief at 1615, and secure for the weekend."
Now, putting that into English.
"We're going to the club, hanging out for an hour and going home. If you need us before that happens, call, but otherwise you've got a great excuse why we're not available. Friday morning, we're going to go run, and then screw off most of the morning. When we get back, the guys are going to be on base, but taking care of all the little things they normally can't during the week. We'll check in before we head out for the weekend though."
It's just a matter of having a "training schedule" in addition to the "operational schedule."
Knowing what the schedule is, is the sign of a good administrator. Being a good administrator will help you be a good leader in the long run. The reason I say this is because it lets you "forecast." It also lets you "juggle" things around as needed. If you are always reacting, you are never acting.
So.
"Sir, we've got a Team Building exercise scheduled Thursday afternoon 1300 at the E-Club. Once it's over, I'm going to secure them until Friday morning PT. PT recovery time after that, followed by chow, and everyone back in the office at 1300 to check in, then we're going to take care of personal administration about the Base. We'll do a liberty brief at 1615, and secure for the weekend."
Now, putting that into English.
"We're going to the club, hanging out for an hour and going home. If you need us before that happens, call, but otherwise you've got a great excuse why we're not available. Friday morning, we're going to go run, and then screw off most of the morning. When we get back, the guys are going to be on base, but taking care of all the little things they normally can't during the week. We'll check in before we head out for the weekend though."
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Sgt (Join to see)
I see your point but at some point you are just coming up with stuff to do for stuff to do's sake. The worst mentality in the military is that your troops are free labor and they "are yours" until you say so. If the meaningful work is done for the day, let them go home to their families and friends. There will be plenty of times when that isnt an option, so dont take away the chances they have. Troops that get treated like slaves loose motivation, drag others down with them and morale goes to the toilet.
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Sgt Aaron Kennedy, MS
Sgt (Join to see) - I never advocate keeping them there just to keep them there. Have a "plan" and have your folks aware of the plan. Even if the plan involves "Go get your car safety inspected because you know block leave is coming up. Why not do that during work hours instead of weekends. If someone at higher asks you can say "I noted a safety concern and we addressed it." Whereas if we cut folks early, there is the risk of "Did you get X & Y taken care of?" and you look like you are dropping the ball. It's a subtle shift of assigning priorities. Sure you're "goofing off" during work hours, but you are accomplishing "pieces of mission" (lower priority, but still essential).
I have never personally encountered a case where 100% of mission and training was done. That isn't to say I haven't kicked my guys out the door early, but it's always been "hit a reasonable stopping point" or "reward" as opposed to "no more work."
I have never personally encountered a case where 100% of mission and training was done. That isn't to say I haven't kicked my guys out the door early, but it's always been "hit a reasonable stopping point" or "reward" as opposed to "no more work."
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Sgt (Join to see)
I think usefull stuff is fine. Hell throw in a quick hip pocket class and still get them out early and get the best of both worlds. But no one gets motivated by a SAPR(pretty sure soldiers call it SHARP) class at 1600 because theres still time left in the day and we need to look busy. That being said i have accidentally stayed late listening to SNCO's talk about deployments, explain how a different side of our MOS works or talk about life and MOS advice. The difference was these were organic conversations that may have started from one comment. Not "sit down and listen while we wait to get released". If you show troops you actually care, they'll stay late and appreciate it.
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Sgt Aaron Kennedy, MS
Sgt (Join to see) - Concur. I despise "busy work." I lean towards "stay occupied with stuff that is useful, and schedule release brief at 1615 (whoops gave it at 1600 because everyone was there....)
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My heart burn isn't actually 'working' till 1730-1800. It's in being done with that day's business and other things needing caught up and 'sitting' around till 1830-1900. If we're done with the day's business by 1700, I say turn the Soldiers loose with the stipulation that they're not to stray off post, drink, get out of uniform until further notice. As a leader, I can more than likely use that hour from 1700 to 1800 to get some work done without having to take it home.
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