How do you turn units around when they have many personnel problems?

SMSgt Private RallyPoint Member — Mon, 17 Nov 2014 08:38:25 -0500

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?

Response by SGT Ben Keen made Nov 17 at 2014 9:19 AM

SGT Ben Keen — Mon, 17 Nov 2014 09:19:45 -0500

I think what you are seeing SMSgt Private RallyPoint Member, 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.

Response by 1SG Private RallyPoint Member made Nov 17 at 2014 11:08 AM

1SG Private RallyPoint Member — Mon, 17 Nov 2014 11:08:08 -0500

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 Private RallyPoint Member. If you want more specific ideas, let me know. I think I was pretty successful overcoming this particular problem.