Leader weaknesses; do you point them out or just let the leader figure it out?

SFC Private RallyPoint Member — Wed, 30 Apr 2014 09:07:59 -0400

Scenario: You conduct Platoon Training and note several failures/faults/weaknesses in the Leaders directly below you. Do you pin point the faults and work up a plan of action to correct them (sounds like counseling, right?) or do you tell them to figure out what they failed at on their own? For discussion sake, lets say they are brand new SSGs in Squad Leader positions with minimal experience.

Response by MAJ Steve Sheridan made Apr 30 at 2014 9:35 AM

MAJ Steve Sheridan — Wed, 30 Apr 2014 09:35:02 -0400

When you sail have them figure out what they failed at on their own, are you saying that you ask them what went well and what could be improved on from their training event?

Then after hearing them, if they don't mention things that you noticed that went wrong, you'd point them out.

I like to make my leaders think, never know what they might teach me and then cover anything they might have missed.

Response by SFC Private RallyPoint Member made Apr 30 at 2014 9:37 AM

SFC Private RallyPoint Member — Wed, 30 Apr 2014 09:37:39 -0400

SFC Spaeth, I think you could use this time to point the faults and work up a plan of action to correct the defiencies you noted. You could use the scenario you mentioned above as a great teaching method to build cohesion and unity amongst your squad leaders.

Response by SFC Private RallyPoint Member made May 1 at 2014 8:41 PM

SFC Private RallyPoint Member — Thu, 01 May 2014 20:41:53 -0400

I think expressing your Subordinate Leaders are failures as leaders is counter productive if there is no Leading done on your part. If you as a leader have all the answers, and don't try to share the wisdom you have learned, having come from there position, than you are failing as a leader. Another question that must be asked is are they failing to lead in the manner you want them to lead. It is possible that they are effective leaders but it cant be seen because you only know your style of leadership. People are motivated in many different ways, we as leaders need to recognize that and try to groom them to be there own leader not a replica of ourselves.

Response by MSG Floyd Williams made May 10 at 2014 3:48 PM

MSG Floyd Williams — Sat, 10 May 2014 15:48:28 -0400

First I would pinpoint if it is a personal problem interfering with his/her performance, and second if is a lack of knowledge and training. If it is the first reason, then try to give him/her avenues to take to help, if it is the second, schedule training and schools to help the individual to get up to speed. Senior leaders should be building up the second line leaders behind them to be all that they need to be in the future to take charge and be an asset to the unit and mission. A leader subordinates lives is in his/her hands, work on the leader to build a strong team.

Response by SGT Private RallyPoint Member made May 10 at 2014 3:55 PM

SGT Private RallyPoint Member — Sat, 10 May 2014 15:55:50 -0400

From the perspective of a junior NCO, I would like to be informed of areas in which I could improve. However I do believe that giving the areas that I have failed at, being encouraged to figure out the solutions to fix the problem is an effective way to train any subordinate.

Response by CSM Michael J. Uhlig made May 10 at 2014 4:20 PM

CSM Michael J. Uhlig — Sat, 10 May 2014 16:20:54 -0400

A best practice that has worked many times for me is when a fault/weakness is identified (when time/mission dictates) is to ask them to consider other options, schedule a time for a backbrief and "help" shape their decision to reach the desired outcome. This best practice gets buy-in from the Soldier/Leader that is taking action, if they own the decision, they are personally invested towards the desired outcome.

Response by MSgt Private RallyPoint Member made May 19 at 2014 12:44 PM

MSgt Private RallyPoint Member — Mon, 19 May 2014 12:44:59 -0400

I would take them to the side and give them some feedback on the problems I witnessed. Also I would ask them for their thoughts on how they could fix the issues and how to implement those ideas. In a way, a counseling, but something that is less formal and more of a one-on-one communication between two leaders to prevent a mishap from occurring in the future.

Response by SSG Private RallyPoint Member made Oct 11 at 2014 7:22 PM

SSG Private RallyPoint Member — Sat, 11 Oct 2014 19:22:35 -0400

SFC, excellent question. This goes into what each leadership style is like. I would let the NCOs figure it out but it would be done in a manner where I am supporting and guiding them in the right direction. I won't just let them go out and flounder about but neither will I hand-hold them.

Assuming the situation is in my field, I would be a BN S4 NCOIC with these newly promoted SSGs in supply sergeant roles. Regardless of what they have or have not done, I would be holding a monthly S4 meeting with all the supply personnel to conduct low-density training, especially for new Soldiers and newly promoted NCOs. In addition, I would speak to all the NCOs, first as a group then each one individually to best assess where each one stands and where they need guidance.

Response by SFC Terry Logsdon made Dec 17 at 2015 6:54 AM

SFC Terry Logsdon — Thu, 17 Dec 2015 06:54:57 -0500

pin point and plan of action is the correct and best way

Response by CPL Timothy Coffey made Feb 28 at 2016 8:54 PM

CPL Timothy Coffey — Sun, 28 Feb 2016 20:54:53 -0500

Depends on situation at the time, but tactfully. I would start with a more positive attribute. and if it is a weakness that needs to be pointed out for safety yes, you should have his back and just let him know and why you feel you should point it out. Most good leaders will except any constructive criticism unless they feel you are under mining their authority. Then they will make your life hard for not being a positive follower, until you change your perspective.