Posted on Nov 17, 2014
How do you turn units around when they have many personnel problems?
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In a very interesting place in my current assignment and wanted to get some input from the community. Down sizing has significantly reduce my flight by 32% and has definitely made the basic mission more challenging. But that is not the issue I have. The issue is that of those I have left the amount of personnel issues are astounding. They run the gambit from basic failure to show to substance abuse.
The question I keep having is it a leadership problem because most of the issues have been ongoing or do I chalk it up to a lower caliber of person? The second option seems like a huge cop out.
As fellow leaders what have you run across and how where you successful in turning units around?
The question I keep having is it a leadership problem because most of the issues have been ongoing or do I chalk it up to a lower caliber of person? The second option seems like a huge cop out.
As fellow leaders what have you run across and how where you successful in turning units around?
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Posted 10 y ago
Responses: 2
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My recommendation would be to try to impart on your organization a sense of purpose and a desire to be the best at what they do. Set goals and celebrate success as an organization, and award initiative and achievement in individuals.
Make your goals challenging, but achievable. One example I did in my unit revolved around PT. We were always pretty good in comparison to our sister companies, but had a stubborn problem with four Soldiers who just couldn't figure it out. As a leader, I had a lot invested in the people; they were part of a team who had worked well together. We did a number of things to move the needle, but what actually worked was a group effort. Professional pride took over where leadership met its limits, eventually resulting in volunteers from all over the company taking individuals to the gym or out for a run until everyone passed.
Non-attendance is a sign of lack of purpose as well. Make training relevant and enjoyable and they won't look for excuses not to be there.
Good luck SMSgt (Join to see). If you want more specific ideas, let me know. I think I was pretty successful overcoming this particular problem.
Make your goals challenging, but achievable. One example I did in my unit revolved around PT. We were always pretty good in comparison to our sister companies, but had a stubborn problem with four Soldiers who just couldn't figure it out. As a leader, I had a lot invested in the people; they were part of a team who had worked well together. We did a number of things to move the needle, but what actually worked was a group effort. Professional pride took over where leadership met its limits, eventually resulting in volunteers from all over the company taking individuals to the gym or out for a run until everyone passed.
Non-attendance is a sign of lack of purpose as well. Make training relevant and enjoyable and they won't look for excuses not to be there.
Good luck SMSgt (Join to see). If you want more specific ideas, let me know. I think I was pretty successful overcoming this particular problem.
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SMSgt (Join to see)
Sir, thanks for the response. One of the first things we did was set goals and we continue to work in that direction. we achieve most but it seems that the problem become general conduct and a sense of pride in themselves and the flight as a whole.
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I think what you are seeing SMSgt (Join to see), is the results of the downsizing and of 13+ years of war.
Is it a leadership "problem", well no, look at as a leadership "challenge". Put the years of outstanding work you've completed already and take those lessons learned and apply them to the situation. The downsizing is going to cause more "issues" among those serving I think. These were all probably ongoing issues that just never reached you before because they were handled at the lowest level. Well, with the downsizing, you are becoming not only the Senior Level but also the lowest level. Wearing two hats and having Service Members looking for you to be able to balance both sides. It is no easy job that is for sure.
The ability for all leaders to quickly adjust to what is going on, to address the issues seen and to try and get ahead of those not seen will forever be a challenge.
Is it a leadership "problem", well no, look at as a leadership "challenge". Put the years of outstanding work you've completed already and take those lessons learned and apply them to the situation. The downsizing is going to cause more "issues" among those serving I think. These were all probably ongoing issues that just never reached you before because they were handled at the lowest level. Well, with the downsizing, you are becoming not only the Senior Level but also the lowest level. Wearing two hats and having Service Members looking for you to be able to balance both sides. It is no easy job that is for sure.
The ability for all leaders to quickly adjust to what is going on, to address the issues seen and to try and get ahead of those not seen will forever be a challenge.
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SMSgt (Join to see)
Sir, thanks for the response. I completely see them as a Challenge or why else would we have a job?! I was looking for some insight on how others are dealing with and/or correcting similar issues. Seem most of the things I have been doing are getting through to some but not all. I don't think I will get though to all, I believe there are about 60% of the people you can made a difference with. The other 40% are either your top 20% that are going to succeed and need very little input and your bottom 20% which most likely are not going to succeed. That is not to say that those folks do not deserve your attention and time, they do but the middle 60% is where you can make the biggest difference. At least that is what I believe.
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SGT Ben Keen
I agree with you assessment of the numbers. I believe the saying is the worst 10% gets 90% of the leader's time while the top 90% only get 10% of his/her time (or something like that).
I think every one here in a leadership position has had their fair share of the bottom 20%. Those service members that just don't seem to fall inline. And now working in the corporate world, I still see the same thing happening. Leaders will always have these people. And while I wish there was a cookie cutter response to say all we need to do is try "X" and get "Y" result; I think you can agree that with the individually of everyone, we must look at the total picture before making an assessment.
I think every one here in a leadership position has had their fair share of the bottom 20%. Those service members that just don't seem to fall inline. And now working in the corporate world, I still see the same thing happening. Leaders will always have these people. And while I wish there was a cookie cutter response to say all we need to do is try "X" and get "Y" result; I think you can agree that with the individually of everyone, we must look at the total picture before making an assessment.
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