Should a subordinate confront a leader if there are obvious signs of favoritism?

SFC Private RallyPoint Member — Mon, 11 Feb 2019 09:25:19 -0500

Response by Sgt Aaron Kennedy, MS made Feb 11 at 2019 9:39 AM

Sgt Aaron Kennedy, MS — Mon, 11 Feb 2019 09:39:19 -0500

We're all humans, seniors and juniors alike. If we identify a concern, issue, or problem, why shouldn't we bring it up so that it can (possibly) be corrected?

Let's work under the assumption that the senior is doing it unconsciously, for a moment.

As an example, you SFC Private RallyPoint Member are an intel guy like me. We're stationed in a joint unit. You may have an existing relationship with an existing SGT which makes him/her your "go to guy" for most things. Because you give them the majority of the work/attention/etc, you may recommend them for the majority of the recognition as well. It may not be intentional, just "pre-existing condition."

I would likely go "Hey SSG, got a sec?" and just relay what I'm seeing. He may go "$^&, you're right!" or "SSG, X is a bit closer to promotion/something else than you are, so I'm dedicating more time to developing him" or some other reason.

The thing about favoritism is that it's a subjective assessment from the outside. What we think might be favoritism may actually be enhanced supervision or some other leadership technique.

But back to your original question, sure, bring it up. That's what Tact & Candor are for.

Response by Lt Col Charlie Brown made Feb 11 at 2019 9:46 AM

Lt Col Charlie Brown — Mon, 11 Feb 2019 09:46:49 -0500

You need to be careful how you do that. You can come at it as a concerned NCO who wants to let your superior know that the troops perception is that there is favoritism...
if the leadership denies it and doesn't change, you know this is deliberate behavior.

Response by SPC David S. made Feb 11 at 2019 10:19 AM

SPC David S. — Mon, 11 Feb 2019 10:19:39 -0500

A question to ask yourself is if the behavior is just annoying or is it actually impacting troop moral or if its being reflected in your NCOER's. If its the later I would say yes its something that needs to be dealt with however the smart me says have another slot in mind before bringing this up as what if indeed the behavior is deliberate and they don't model their behavior - then what? Things might even get more awkward if your complaint should get back to the peer favorite.

My advice is to befriend the favorite and gather information about the relationship. Try to figure out and understand the dynamics before making a frontal assault. Maybe the peer is just a sycophant leveraging the relationship or maybe there is an honest relationship that has inadvertently crossed the line.

As always not knowing the CoC personality - tread lightly - this is a live fire exercise.

Response by LtCol Robert Quinter made Feb 11 at 2019 10:56 AM

LtCol Robert Quinter — Mon, 11 Feb 2019 10:56:40 -0500

The specifics you haven't provided bear heavy on how I would handle this situation. How you've stated your question also raises questions.
First, using "confront" indicates an argumentative atmosphere. Whomever the "offending" individual is, resolving a situation like this demands a discussion (two way), not a confrontation. there are many situations that could give the perception of favoritism and having a discussion might give you another leadership lesson that you can add to by your input to the discussion. The leader may in fact be trying to exercise his leadership on the "favored" individual to correct an unknown problem and may need your input to recognize he needs to change his or her actions to do away with the perception that has been created.
Second, if the leader is another SNCO, depending on your relationship with the SNCO, you might be able to handle it in a very informal manner. Again, the "favoritism" may be the byproduct of another situation.
If you do not feel comfortable talking with the leader for whatever reason, use the senior enlisted person in the unit to handle it. If the leader you mention is an officer, the senior enlisted person normally has a relationship with the CO that would allow communicating the problem to the offending leader, even, or perhaps especially, if it is the CO. If the offender is the senior enlisted person, go to another senior SNCO who has a good relationship with the senior enlisted person and discuss your perceptions with him so that he can take it to the senior enlisted person.
Exerting leadership always has its dangers and is not something you learn once. Leadership involves people and the correct answer almost always involves tailoring the corrective action. Couch your discussion with whomever you discuss it with as a concern, not as an attack on the offending individual.

Response by 1SG Private RallyPoint Member made Feb 11 at 2019 1:53 PM

1SG Private RallyPoint Member — Mon, 11 Feb 2019 13:53:57 -0500

Depends on the definition of confront.
If you define it as raising a concern using tact, specific examples, and identifying any negative perceptions and/or impact, combined with good timing, yes, you should.
If you mean an aggressive, accusatory approach, it probably wouldn't be a good COA.
I had Soldiers I liked more than others. It was based on their performance, military appearance, attitude, lack of whining, lack of me having to fix things they should have taken care of, and confidence that I can give them a task and not worry about it being completed on time, to standard.

Response by SFC Private RallyPoint Member made Feb 11 at 2019 2:13 PM

SFC Private RallyPoint Member — Mon, 11 Feb 2019 14:13:39 -0500

Yes, but there should be adequate proof.

Response by MSG Frank Kapaun made Feb 11 at 2019 2:16 PM

MSG Frank Kapaun — Mon, 11 Feb 2019 14:16:49 -0500

Define “confront.” Do you mean drag his ass out back and beat the shit out of him, drop a dime on him or do so in a casual conversation?

Response by Abe Dean made Feb 12 at 2019 2:19 PM

Abe Dean — Tue, 12 Feb 2019 14:19:52 -0500

I would recommend a judicious and fairly cautious approach to that sort of quandary. I abhor unfairness, and let that sensation get to my head one too many times. I've gotten my ass in a lot of trouble getting too headstrong for doing that at some jobs, whether I was 100% correct or not. Long story short, it can end badly for oneself, no matter how much slam-dunk evidence you have sometimes. It's like that whole "Ya can't fight City Hall." expression stuffed into a neat little package.

Response by COL Bart Butler made Feb 13 at 2019 6:08 PM

COL Bart Butler — Wed, 13 Feb 2019 18:08:41 -0500

This question is so open that I dare not address it except to offer some advice. An intermediary that happens to be of equal rank to the superior showing favoritism would be a good person to bring the issue to light and can do so without naming the subordinate noticing the favoritism. Skuttlebutt can be strong enough to get the message across to the leader in question.

Response by MSgt Michael Lane made Feb 14 at 2019 11:07 PM

MSgt Michael Lane — Thu, 14 Feb 2019 23:07:37 -0500

Chief- Msgt Lane I would consider it a personal favor if you would give A1c ##### a fire wall 5 EPR. Me- Chief I will have to give it some thought. Plan A just avoid him till its to late. Unfortunately I had no plan B. Chief calls me into office and asks if I had given the matter some thought knowing that I was screwed I went all in and said no I won't do it, it would not be fair to the other airmen and added hell I was givening her the 4. After some yelling on his part making it clear that I would pay I spent 8 years in that unit with Zero awards. After 2 years the girl got out. If I had known she would not stay I would have given her the damn 5. Point being sometimes doing the right thing is not the right thing for your career, don't ever underestimate politics in the service.

Response by Sgt Andrew Pouliot made Feb 17 at 2019 2:19 AM

Sgt Andrew Pouliot — Sun, 17 Feb 2019 02:19:43 -0500

I had a situation like this recently actually. A SSgt in my platoon, we'll call him SSgt X, had a core group of guys he was on AT with in Lithuania; I was in a different group at the same time in Latvia. I had had issues with him before, including where he tried to bust me for fraternization and was going to junior Marines telling them I lied about my wartime experiences and that I was a garbage NCO (I found this out from one of my Lances). Anyway a few months after AT, we were cross-training with the Coast Guard. For our movement, he drove his personal vic and had LCpl C as his "A-driver". LCpl C was one of the guys with him in Lithuania. Everyone else had to ride on the bus.
When we got to the station, he was telling me and another Sgt to get everyone moving, etc., but would tell LCpl C and Cpl E, another Marine who was in Lithuania with him, to "stay back". At first I didn't pay attention to it, but I started noticing he would send me and my fellow Sgt to do menial tasks or take the entire platoon on a working party while SSgt X kept LCpl C and Cpl E back with him. I would watch them talking, shooting the shit basically, while everyone else did boat checks and tent setup.
The last straw came when four different corporals came up to me and said "Sgt P, this is bullshit, why does Cpl E always get to hang out with SSgt X? He just got promoted and he's not doing anything, and it's starting to piss us off, he acts like he's better than us because he's SSgt X's boy"
I decided to talk to my peer, Sgt R, because I know I cannot go talk to SSgt X. I have no respect or trust for him and I knew if I voiced any concern he would say go away or mind your own business. Sgt R said he had noticed the same thing and ended up bringing it up to SSgt X, saying that "a good amount of the platoon is complaining about you giving LCpl C and Cpl E special treatment, and I have to say, I've seen it too" and SSgt X said "noted" and walked away. So in this case I have a hypocritical SNCO who plays favorites and undermines his Sgts. I have spoken with a GySgt in my company about my issues and concerns because she is actually a dependable, trustworthy and respectful leader, and she has confronted SSgt X on some stuff before, but my advice to you would be to pick your battles. It helps having connections higher up, but sometimes its not even worth engaging the individual because they will deny it or make everything political; in my case, he was trying to make me transfer units or drop to the IRR right after I reenlisted.

Response by Sgt Dale Briggs made Aug 21 at 2021 11:20 AM

Sgt Dale Briggs — Sat, 21 Aug 2021 11:20:01 -0400

Never a problem, every Sr NCO treated everybody well, they’re professionals and took pride in their jobs. Officers were never around and mostly a nuisance, the Marine Corps is run by NCOs.