How do you confront a supervisor that is not out of REG but you disagree with them?

1SG Private RallyPoint Member — Thu, 30 Apr 2015 11:39:16 -0400

Hint: You can paste a link to a video or article, or simply add more details to your question.

Invite others to respond by typing @name

Response by MAJ Robert (Bob) Petrarca made Apr 30 at 2015 11:42 AM

MAJ Robert (Bob) Petrarca — Thu, 30 Apr 2015 11:42:59 -0400

You pick and choose your battles. Wisely, I might add.

When I was a company commander, our battalion CSM decided he wanted to alter the rating scheme to make him the rater of first sergeants and the company commanders senior raters. Made no sense and collectively we couldn't find anything regulation wise to ague it but our BC bought off on it - for 4 months until we all threatened to resign from our companies. What a mess that was! Up to that point the CSM was a good guy but ultimately he wanted to put his buddies in as 1SGs and relieve the current ones and this was his attempt to do that. The 4 of us company commanders figured out his little coup and all went to the BC asking to be relieved of command if we couldn't retain our first sergeants - most who had served less than a year and didn't have enough rating time and in my case I was only 6 months into command and was working well with my 1SG.

Response by CPT Zachary Brooks made Apr 30 at 2015 12:02 PM

CPT Zachary Brooks — Thu, 30 Apr 2015 12:02:39 -0400

You take off your ring...

I will generally explain rationally to my superior the reason why I have issue with X situation as well as my proposed solution. That usually leads to: "Good thoughts, let's change the plan" or "I don't care, we do it my way"

When I hear the latter, I do the latter.

Response by CAPT Kevin B. made Apr 30 at 2015 12:18 PM

CAPT Kevin B. — Thu, 30 Apr 2015 12:18:09 -0400

I had an O-4 tyrant that I'd challenge every time over anything "safety". The thing that made my life easier was most everyone in the CoC knew what was going on two up and two down. Officers and NCOs that are around two standard deviations off center don't have a lot of fans and the system can work to isolate their blast perimeter.

I'm not popular with some ex-service as I had a lot to do with pushing them out for their location on the bell curve. But I always turned over a billet in better shape than I got it.

Response by SCPO David Lockwood made Apr 30 at 2015 12:30 PM

SCPO David Lockwood — Thu, 30 Apr 2015 12:30:48 -0400

I did it all the time and still do. Being respectful and to the point. I have been close to be written up because it got heated, neither one of us would back down. In this case I was right and I knew it. After it cooled down he did to.

Response by Sgt Aaron Kennedy, MS made Apr 30 at 2015 12:31 PM

Sgt Aaron Kennedy, MS — Thu, 30 Apr 2015 12:31:31 -0400

I generally try to start with the "why," I disagreed on the issue.

Start with the assumption it's me, not him (internalize vice externalize). Am I being bullheaded or do I have valid cause to actually disagree, and can I articulate it in a logical matter without using the words "I feel."

Why do I disagree with someone. Is it a "philosophical" issue, or a "functional" issue, or some other flavor? Safety would be a functional issue (as an example), whereas Intent, or Morale would be a philosophical issue. Am I missing information that would let me better understand it from their point of view? (context)

Regs are B&W, and rank allows you to impose will, but anyone can "approach" (as opposed to confront) anyone regarding concerns about an issue as they see them.

Asking for clarification on an issue should be expected on items that are important. You want to ensure that delivered product meets everyone's expectations, and if you are working at cross purposes, and you are not "happy" with what you are developing, you won't deliverer your best.

Response by MAJ Ken Landgren made Apr 30 at 2015 1:05 PM

MAJ Ken Landgren — Thu, 30 Apr 2015 13:05:57 -0400

It's your duty to bring up something that is patently wrong. I encouraged my NCOs to speak their mind in a tactful manner.

Response by SFC Stephen King made Apr 30 at 2015 3:07 PM

SFC Stephen King — Thu, 30 Apr 2015 15:07:58 -0400

Understanding that others have different views, values and or beliefs that are not necessarily yours can be a trigger to all of us. Once you have identified this and are ready to have the discussion of a difference of opinion approach with caution. Talk to them about what you disagree with them ask them for their insight and see if you can come up with a reasonable change you can both agree with.

Response by COL Jean (John) F. B. made Apr 30 at 2015 3:40 PM

COL Jean (John) F. B. — Thu, 30 Apr 2015 15:40:30 -0400

One word.... respectfully.

Any leader worth his salt will listen to a subordinate if approached in a respectful manner. While he/she may not agree with you, they owe it to you to speak your mind and share your opinion.

Response by SSG Private RallyPoint Member made May 1 at 2015 9:35 AM

SSG Private RallyPoint Member — Fri, 01 May 2015 09:35:50 -0400

With tact and a witness.

Response by CSM Carlson C. made May 5 at 2015 8:58 AM

CSM Carlson C. — Tue, 05 May 2015 08:58:36 -0400

LOL.... I got one. 2 years ago as a PLT SGT, a LT who was the EOL for the company was prepping for a command climate survey. Well, I told him, "Hey sir, I can submit for the online survey, the Soldiers do it on their phones and that will be a whole lot less paper work for you." (I used to be a Battalion EOL) His response.... "I'm going to do this the hard way Sergeant." I looked at him, smiled and said, "Roger Sir..." (my mind actually exploded, so I don't know how I remembered what happened) Anyway, I politely nudged to the commander, "Sir, the LT is not going to make his deadline, because he is doing this survey by hand. Cut him a break and just let him suffer so he can learn for the next time." The CO agreed. So at the end of battle assembly, that poor LT had a stack of 87, 3-page surveys that he had to calculate by hand. I looked in the conference room and said, "Have fun Sir".

A year or so later, I got promoted and said my goodbye's and what not, I was leaving and that same LT walked up to me and asked, "Master Sergeant Cox, I remember you talking to me about automated climate surveys, what is the website for that?" I couldn't believe it... It took a whole freaking year but learning somewhat took place.

I say all that to say this. Sometimes as Leaders and Advisers, we do our best to guide our superiors in the best directions we know how, sometimes they don't listen, and it is their prerogative. However, if we as Leaders and Advisers, just say "Yes ma'am or Yes sir", every single time, the people that we end up hurting are our Soldiers. It is our duty to execute that due diligence and put your objections and advise on the record. Even if they don't listen. Sometimes, you just have to be creative, even if you only see results a year later.

Response by SGT Private RallyPoint Member made May 18 at 2018 1:31 PM

SGT Private RallyPoint Member — Fri, 18 May 2018 13:31:44 -0400

You obey him simple...