What is a particular problem with poor leadership in the Army? What approach or plan can we take to improve it?

2016-03-26T17:23:09-04:00

Poor Army Leadership

Response by SFC Anthony Shaffer made Mar 26 at 2016 5:30 PM

2016-03-26T17:30:09-04:00

It starts with getting away from the entitlement mentality. Doing the hard right versus the easy wrong. snd finally raising the bar for the good old Be Know Do.

Response by CSM Michael J. Uhlig made Mar 26 at 2016 5:35 PM

2016-03-26T17:35:23-04:00

Too few are willing to actually invest themselves into their troops, their mission and their unit. How can we fix it, continue to live and lead by example...get rid of the damned surveys and get to know our people - seems every week there is a new damned survey or some god idea fairy with new online training requirements. We've advanced to the point where we are going backwards - emails are more important than actual discussions. When I discuss training with 1SGs & Platoon Sergeants and provide recommendation of using butcher block and 550 cord I am looked at like something is wrong....so its why you have to inspect what you expect, get out there and see what is really going on, you cannot lead from behind a computer screen, when you plan, rehearse and conduct realistic training (with your troops) you might even get a couple of those things on your hands we used to call callouses.

Response by SFC Joe Ping made Mar 26 at 2016 5:42 PM

2016-03-26T17:42:21-04:00

Get away from from being PC and get back to treating pvts like pvts stop coddling them. Stop lowering the standards for the sake of being nice and PC.

Response by CPT(P) Private RallyPoint Member made Mar 26 at 2016 5:45 PM

2016-03-26T17:45:28-04:00

The Army's current systems promotes selfishness and individualism. It's all about the Soldier's personal accomplishments, tabs, badges, etc. Everyone is trying to hold their own career together.

In the Army's infinite search to assess and promote the correct leaders, it has created a system that ranks them against their peers. This determines future promotion. A guy has a wife and two kids and a great life. Is he trying to help out the guy on his right that he's technically competing against to keep his job and pay his bills?

I could write a 50 page essay on this topic, but I believe this hits on the biggest issue.

Response by SSG Leo Bell made Mar 26 at 2016 5:50 PM

2016-03-26T17:50:25-04:00

We have to lead by example, it's almost like raising your children sometimes. You have to be hands on with the trying and not pass it down the line to the buck Sargent to do it. You have to talk with your soldiers and see what there doing and if they are having problems with anything. Lead by example and not use the do as I say and not as I do rule.

Response by SFC Private RallyPoint Member made Mar 26 at 2016 5:52 PM

2016-03-26T17:52:14-04:00

What does everyones opinion or what does the poor leaders do that effects moral and unethical behavior and how do we fix it?

Response by SFC Private RallyPoint Member made Mar 26 at 2016 6:04 PM

2016-03-26T18:04:08-04:00

NCOs are getting promoted entirely too fast. I have NCOs that come in with Bachelors degrees and know their MOS well, but are not tactically inclined, they can't properly train Soldiers and do not have the experience needed to effectively train them. Other NCO do not want to help because they are in the mindset that it is every man for himself. They believe to get ahead they need to standout higher then their peers and allow their fellow NCOs to fail so they look bad. They do not have interpersonal skills to effectively communicate with others. While those Soldiers who do have those skills continue to go to school and wait for the points to go down to get picked up for promotion. More leadership development and training the trainer, less me, me, me and more do, do, do.

Response by SSG Private RallyPoint Member made Mar 26 at 2016 6:13 PM

2016-03-26T18:13:41-04:00

I'd say a big problem is that Leaders no longer wish to sacrifice for the sake of their subordinates/unit. We like to say that we're stifled by what is above us, but realistically, if we put forth the effort and provided the adequate paperwork or professionalism required, we can move mountains. The problem is ...back in "the day" Leaders would stay late, whip out the counselings, have the heart-to-hearts, check the barracks -do THE WORK ...now all I see on this website is a bunch of soft "Leaders" that complain about training and gripe about their own personal issues. Soldiers need purpose, direction, and motivation ...and you can't motivate someone if they view you as inferior.

Response by 1SG Private RallyPoint Member made Mar 26 at 2016 7:01 PM

2016-03-26T19:01:13-04:00

I think the first, and probably the most difficult step is to define what the leadership failures are. I often hear complaints about poor leaders but when the complainers are asked to come up with specific examples, the struggle to do so. I don't think it's because the problem does not exists, but rather the problem has become so large that we cannot step back away far enough to see the specific issues.

Some of the problems have cultural roots. Since the late 1990s, leading to the Attack and war efforts in early part of this century, much of our culture has been changed by a highly-technical, rapid paced society. I think this has contributed to the current trend of online-surveys, and training.

I know in the Reserves, time budget is premium. More and more stuff is being crammed into our weekends, with less time available for old-fashioned training in "soldiering". Outside of a planned FTX, trying to accomplish a block of training in a field environment is nearly impossible. Sure one can take a squad out to the grass or field just outside and do some things, but let's be honest about how much quality can be put into such an effort. We often lack the time, material and support to do such training. This leads to a simpler approach: Check the block training with powerpoint and YouTube Videos.

Response by CSM Michael Chavaree made Mar 26 at 2016 7:36 PM

2016-03-26T19:36:55-04:00

There seems to be a big issue with risk adversion, that creates an environment of self preservation. The Army could be fun, jump from planes while shooting targets in the face. Training needs to be realistic and relavent, when risk adversion is added to the mix the training is watered down. Almost 1,000 Soldiers died in GWOT of potentially survivable wounds, Soldiers that could have came home if we focused our training on lessons learned from the Special Operations Forces. Yet I have done more combating human trafficking and AT level 1 than training on the basics of care under fire (as required training). This hopefully will not be a mistake we make in the next conflict.

Response by SSG Private RallyPoint Member made Mar 26 at 2016 7:46 PM

2016-03-26T19:46:57-04:00

Get rid of the buddy system whether that be from the lowest level possible all the way to the Senate, Congress, and POTUS and anywhere in between.

Response by CW4 Private RallyPoint Member made Mar 26 at 2016 8:05 PM

2016-03-26T20:05:13-04:00

SFC Private RallyPoint Member, this problem has been going on for the last 10-15 years in my humble opinion and it won't correct itself overnight. Don't get me wrong if you ask most Soldiers to perform their combat related duties, then they will do well but what happens in the garrison (train up) environment? It all starts with the Command Teams from the Division or Corps levels all the way down to the Company level. The Command teams have to be ONE. Commanders and CSM's or 1SG's have to provide command guidance and intent on training, discipline, safety, maintenance and all other aspects of a successful unit. Next, the XO's and Platoon Leaders have to figure out ways to positively allocate resources and time to support the Command Teams visions and training objectives. Those Officers have to support the NCO's with anything they need to lead. The Warrant Officers need to become more of the team. They are without a doubt the SME in their specific area, but they need to uphold all standards and assist the Command Team, Officers and NCO's with setting the standard and training Soldiers. The Senior NCO's need to provide mentorship to the junior NCO's on every aspect of leadership. Most junior NCO's want to lead but don't know how. The junior NCO's need to break away from the Soldiers and stop being their friends. Taking care of Soldiers is not a popularity contest. Upholding the Army standards and training readiness is what saves lives when it counts. NCO's as a whole need to become ONE and enforce the same standards. Soldiers need to know that SGT A, SSG B and SFC C all speak the same language on all aspects of the unit. Once the Soldiers realize that the standard is the same across the board, they will have one or two options, succeed or ship out. Motivation, dedication, determination and hardwork is needed from all individuals towards one goal, one team and one fight.

Response by MAJ Ken Landgren made Mar 26 at 2016 8:30 PM

2016-03-26T20:30:05-04:00

Over my years I learned that I would enjoy apathetic leadership over a toxic leadership. It's an uphill battle fighting toxic leaders and requires some risk taking and possibly a mentor who can keep the situation fair.

Response by CPT Private RallyPoint Member made Mar 26 at 2016 8:58 PM

2016-03-26T20:58:06-04:00

Often, the folks who would be good leaders are so fed up with having to deal with poor leaders that they leave the service as soon as possible to build successful careers elsewhere. What ends up happening is that those poor leaders have less and less competition and continue to move up in rank and spread their poison further and further, which drives out more and more quality individuals.

This is why those great leaders are so rare and memorable, while mediocrity in leadership positions seems to be that standard.

Response by CPT Aaron Kletzing made Mar 26 at 2016 8:59 PM

2016-03-26T20:59:23-04:00

Leaders who are not self-critical and don't call out that they could have approached a situation in a better way. We all make mistakes. Being self-critical is a principle of leadership IMO.

Response by SGT Private RallyPoint Member made Mar 26 at 2016 9:04 PM

2016-03-26T21:04:19-04:00

Sergeant, I'll give you a joe's perspective. From what ive seen in my two and a half years on the line is NCO's who do not know how to be leaders. All they care about is sitting in the office. Rarely do I see any leadership out in the motorpool making sure that pmcs is done according to standard. They lack the knowledge of their assigned mos. The only time they try to act like they jnow something os when their rater is near by. These are just a few of the problems that ive seen within my unit.

Response by SFC Russell Shaw made Mar 26 at 2016 9:54 PM

2016-03-26T21:54:13-04:00

4 Areas that if learned, lived and then leading others is what it takes.
It starts with modeling. People do what people see. What sort of a leader are you? Is your integrity and character being followed by others. Many of those in the military and other places very seldom see a leader who really models leadership. It means taking a long hard look at yourself and making the changes to be a positive influence on othes.
Step 2 goes to motivating. This is where you can really start to make a difference in other peoples lives. You encourage others and let them know you believe in them, by listening to them and understanding them. You will never motivate someone if you do not take steps to get to know them.
Step 3 in is Mentoring - Mentoring is pouring you life into people and helping them to reach their potential. The power of mentoring is so strong that you will actually see people change right before your eyes. You help them through obstacles and teach them how to over come those obstacles on their own. You teach them how to connect, and you empower them. These things you can do will help them to achieve a whole new level of living. You can truly make a difference in their lives.
Last step is making them Multipliers - This is the point where the people you are helping are starting to help others. When we get to this level we would see our young men developing into leaders who care about others. Very few people become multipliers, most reach the mentoring stage and stop. With a little more work we could develop people who multiply and everyone has the potential to do so.
These 4 steps are a lot of work and take time but if we never start working toward this, then we are destined to keep moving backwards in our abilities as a leader and these youngsters that we complain about will not have anyone to model after. If they find on models they will never move to steps 2, 3, and 4 to become the leaders that they have the potential to be..

I truly believe these are the steps needed for change and I am living it to the best of my ability so that I can take people through the 2nd, 3rd and 4th steps. Who is willing to join me? We have access to so much information yet we choose to sit still. If you want to know more about how to move through these 4 steps contact me through Rally point or my email [login to see] .

Response by 1SG Brian Adams made Mar 26 at 2016 10:55 PM

2016-03-26T22:55:46-04:00

One word....discipline! Tighten the shot group at boot camp, AIT, and advanced NCO schools!

Response by SSG Darian Jones made Mar 26 at 2016 10:59 PM

2016-03-26T22:59:49-04:00

Stop promoting low enlisted before they have learn anything about being a soldier first. Not all soldier are leaders or NCO's. All because you win a board or best warrior Comp doesn't mean your ready. Once your pinned with those stripe your expected to Know your job and lower enlist are looking for it. I have heard NCO' s say promote the soldier they're going to war, not knowing that once they're promoted they become a fire team leader, Squad Ldr and are expected to know what they have to do. So yes please stop promoting these soldier to quick they need to learn first.

Response by SGT(P) Private RallyPoint Member made Mar 26 at 2016 11:13 PM

2016-03-26T23:13:24-04:00

Can we implement a new promotion system across all pay grades? I have been in almost six years and that seems to be the biggest road block to becoming a more efficient organization. I have seen soldiers became SSG based on nothing more than memorization of regulations. Or the officer who goes from college student to company commander in less than five years with no platoon leader time simply because he or she has enough time in service. Is there anything in the works to change it?

Response by MSG Willis A. made Mar 26 at 2016 11:17 PM

2016-03-26T23:17:06-04:00

We need to have the soldiers FLL recommend the SM for promotion like it when send to be. No more promoting soldiers with 3 YOS SSG. This is ridiculous.

Response by SGT Philip Keys made Mar 26 at 2016 11:45 PM

2016-03-26T23:45:38-04:00

There will always be poor leaders from a 4 star to a buck SGT, what can you do. Get involved with your troops actually care about them and they will work hard for you. If you have a guy/gal that's not into the whole army thing, as long as they meet standards leave them alone put more time into troops that work hard and want to be there. If you're an NCO those are your troops respectfully tell your higher up that. If you're an officer let the senior NCOs teach you a few things they will appreciate it and will proudly help you out. Senior officers listen to the junior officers and ncos they know what's really going on under your command. Not that you don't but a lot of people are afraid to tell the commander the straight story. If you have a guy kissing your butt all the time I'll bet he's a problem. The smart ass that drives you crazy is probably one of the best soldiers you have.

Response by SGM Mikel Dawson made Mar 27 at 2016 2:15 AM

2016-03-27T02:15:29-04:00

CSM Michael J. Uhlig , This was strong on my list as well. I was just at the beginning of the electronic age, but even then I continually preached the being engaged thing. Not only did I preach it, I lived it as well. When we deployed to Kuwait in 2003 and later on to Iraq, many times I was out hauling trash to the dump, pulling guard duty, doing the things I preached to my SNCOs if you weren't out there with your troops, learning the job, you would never really know the problems. I saw so many SGMs who never got out, and I had comments from troops from other units about how they never seen the SNCOs out. We need to impress on them the hands on attitudes. If a leader gets so wrapped up in paper, sitting behind the desk, and not getting out to observe, then something is wrong with their style of leadership. I know about the paper work, I know about the requirements, yet I always found time to get down in the weeds as well. How else can we direct and teach our young leaders?
We as leaders have to be engaged not only with the 1SG, PS, but also with the troops, yet we need to be aware of not being over bearing, taking the place of 1SG, PS, giving the sense of micro-managing. When a troop sees us attending a class, out doing some work on a detail, then they have a feeling the leadership understands what their lives and jobs are about and we are not so distant from the realities of life. No we don't need to be out there all the time, but showing up, having a young troop explain to us what they are doing and "actually" pay attention to what they are saying gives the troops the confidence we do know. After all how are we suppose to "get the heartbeat of the troops" and keep the CDR informed?

Pic is of me helping haul the trash one day from the V Corps Rear CP(Camp Virginia). I found out just a couple small problems and was able to correct them, thus making the task just a little easier.

Response by SSG James Elmore made Mar 27 at 2016 5:56 AM

2016-03-27T05:56:06-04:00

Leadership (at all levels, even the E2s in charge of the E1s) should start following regulation a little more closely, and not be so lenient.
I was actually sat down by my leadership (up to 1sg) about six or seven months ago and was told that the E4 and below were complaining that I follow regulation to closely and they(the leadership) felt I should be more lenient, I look at the 1sg I was working for and just said, "No."

Response by SFC Daniel Faires made Mar 27 at 2016 7:15 AM

2016-03-27T07:15:26-04:00

Leaders need to be humble
Leaders need to remember to always dig in when they can with the Soldiers that they lead.
Leaders real leaders will be Fair, Form and Impartial

Response by SSgt Jim Gilmore made Mar 27 at 2016 7:49 AM

2016-03-27T07:49:31-04:00

My service was 40+ years ago. What I am observing today scares me shitless. I see a bunch of commanders more worried about having manicured lawns and being politically correct. I want commanders who can do the job and not be scared of the repercussions from some bloody politician with stars on their shoulders. The alleged leaders of today appear to me to be more concerned about being a yes man than being a leader. Leaders do say no when the commander is wrong and are able to back it up.

Response by SSG Private RallyPoint Member made Mar 27 at 2016 2:43 PM

2016-03-27T14:43:52-04:00

I think this is a loaded question! I believe the poor leadership we are experiencing is stemming from a multitude of things. I would like to point out a couple of the "maybe's". With the guise of QMP and QSP, many leaders are fearful of making the hard right decisions fearing that such a wrong sneeze would have an adverse effect on their career. Therefore, such a fear has made it a game of "CYA" and individualism. Such a mindset does not allow a LEADER to empower their subordinates. What it creates is an environment that lucks trust and does not spark innovation! Secondly, i find that many seniors are not leading by example. There is a mentality across the military that " been there, done that". What they fail to realize is that as an exemplary LEADER is that although you have "been there", keep doing "that" because such an action provides direction and motivation for younger troops to emulate. Sounds easy right? But soldiers will always tell you that many NCOs are not providing such purpose, direction and motivation. Another cause is that just maybe, many of our NCOs found today are a byproduct of what over a decade of war has created. These fine NCOs can fight and lead troops through the hellish conditions of war, but lack the very discipline to lead and train soldiers in garrison. The futility is that many leaders seek authority by kicking and screaming. This is a thing of the past. Many will argue that the "Old Army" is gone..guess what...some of it is! Our environment is multi cultural, generational, multi ethnic, and no longer gender specific. We as NCOs need to apply some of the corporate world business strategies when it comes to LEADERSHIP. Understand the types of soldiers you have in your formation and seek to empower them and continuously seek to develop your leadership style. One mold does not fit all. The leadership style you bring to the table will endure long after you are gone.

Response by Cpl Private RallyPoint Member made Mar 27 at 2016 6:06 PM

2016-03-27T18:06:38-04:00

HAHA sorry I had to laugh, me and my boy have been talking about this for a long time. In the most unprofessional way we agreed to this, it's a two way street, you have higher ups that just run their mouths saying "your grown men". They say thing, the lower enlisted hear. Neither side speaks or listens, everything is orders and must be followed. Cool it's part of the job but do they even know why? Knowing the top layer of why would help a lot. Also a big one "we care" no you don't, that's the biggest back stab I've ever heard of. This is just my experience so take it how ever you want.

Response by MAJ Ken Landgren made Mar 27 at 2016 6:15 PM

2016-03-27T18:15:15-04:00

Rumsfeld was a toxic leader. He fired those who did not have the same view point as him. He belittled senior generals, thus, they became reticent about speaking the truth. How do we fix toxic leadership. Someone in the chain needs to ask why are he is an asshole or incompetent.

Response by CPT Private RallyPoint Member made Mar 27 at 2016 6:47 PM

2016-03-27T18:47:01-04:00

I think the problems that plagues us as leadership is the perceived notion of what we believe is success. Rather than actually having a fully trained soldiers so many would rather just have the appearance of it. Training isn't what it used to be. The goal is to met the expectation of the training instead of having the soldiers trained. You can see this in a weapons qual. Units throw soldiers on a range but how many actually do a PMI. Now you can still achieve success either way but which is the correct way. And if we fail to obtain the results of the training do we blame the soldiers or do we blame the failed process we subjected the soldiers to. Where is the blame at. At times the process is so bad we are dooming ourselves. It will look like we are trained but if you were to pull a soldier to the side and ask them to perform a task that they were supposedly trained in then you will see it. We should train our soldiers as if we will be audited. Our NCOs should be the ones performing this audit and call out "BS" when they see it.

Response by 1SG Private RallyPoint Member made Mar 27 at 2016 8:50 PM

2016-03-27T20:50:59-04:00

I think we really need to start by giving the responsibility back to the NCOs and when that happens we need to develop those NCO to learn how to mentor the right way, but also how to use corrected action the way that Soldiers learn and improve. Secondly, when a Soldier has been given all the opportunities to advance and they fail to have some personal motivation, it is time to cut sling. I do believe that we all need to learn how advance our ranks and not just the junior Soldiers.

Response by BG David Fleming III made Mar 27 at 2016 9:22 PM

2016-03-27T21:22:36-04:00

DBPP! Death By Power Point! Too many leaders rely on Power Piont presentations! Real leaders lead by example! Practice what you teach!

Response by COL Jon Thompson made Mar 27 at 2016 9:23 PM

2016-03-27T21:23:45-04:00

After 30 years of service, I went back and re-read many of the military history books I read early in my career. It was eye opening reading them so many years later and with a wealth of experience that I did not have before. But what struck me is that many of the poor leadership things we see today were present in WWII, Korea, and Vietnam. So I am not of the opinion that we are not producing good and great leaders anymore but a continuation of what has always been there. Yes, the situation is different now in many ways but I have worked with many outstanding leaders both officer and NCO and I have worked with many weak of the same.

Response by SFC Private RallyPoint Member made Mar 27 at 2016 11:00 PM

2016-03-27T23:00:05-04:00

We have to put forth the effort into being mentors to troops , hearing this new Army stuff really is starting to show. It seems as if we are training to time and not to standard.

Response by SGT Private RallyPoint Member made Mar 28 at 2016 5:14 AM

2016-03-28T05:14:24-04:00

We are stuck within a system designed to serve only the benefit of itself. There is NO leadership. For example, I have been in my unit for only one year and have had 3 different 1SG's and Commanders- and two different CSGM and SCO's. When you get down to the lower level it gets REAL ugly- I've had 4 different PSG's, my own squad I'm assigned to has changed 5 times so I'm never able to get to know (work along side) my soldiers long enough to properly evaluate or mentor them. It just doesn't exist and it seems like we all are simply "on our own" trying to figure it out

Response by SGT David T. made Mar 28 at 2016 8:24 AM

2016-03-28T08:24:46-04:00

I could write volumes on this. I will say people skills or lack thereof as being the biggest problem. I am not talking about coddling your troops. I am talking about earning their respect and trust as a person and as a leader. If you have to rely on pulling rank to do your job then chances are you fit this bill. People need to be inspired not managed. If your troops are jacked up then look in the mirror and ask yourself what is it that you are doing or not doing that is allowing said behavior to continue. Another good thing to consider is to ponder if your Soldiers would risk their lives to save yours. If the answer is no, then you have not inspired them or earned their trust and respect. You don't need to baby your troops, but you should foster a climate of bilateral trust and respect. If you have to lean on the rank crutch all the time, then you really need to take a hard look at how you do business. This isn't directed at anyone in particular, it's just based on what I have seen over the years.

Response by SFC Private RallyPoint Member made Mar 28 at 2016 2:52 PM

2016-03-28T14:52:57-04:00

The army is all about accomplishment now, racking up ribbons&badge and who has the best pressed uniform on Monday first formation. Smh

Response by 1SG Private RallyPoint Member made Mar 29 at 2016 10:20 AM

2016-03-29T10:20:13-04:00

Leaders need to hold Soldiers accountable for all their actions. For example why are units still making their NCO's go to the barracks every morning to wake their Soldiers for PT?? Last I checked our Soldiers are grown men not at summer camp. We treat the lower enlisted like children then we get upset when they act out. We need to go back to the basics and teach them responsibility. Make them earn their promotions not just give it to them for time in service. We are so worried about getting SHARP and EO complaints that we can't tell the Soldiers if they are all ate up. We need to take the time to mentor and counsel them properly for their success and failures. This is the only way to create better Soldiers.

Response by SFC Derrick Harris made Mar 29 at 2016 6:22 PM

2016-03-29T18:22:49-04:00

NCO need to lead by example like back in the old days when I came in like 1988 and retired in 2011

Response by SFC Luis Rodriguez made Mar 29 at 2016 6:31 PM

2016-03-29T18:31:07-04:00

Senior leaders need to find that backbone again and stop wasting time on how my boxer is going to look some were down the road we as NCOS forgot who we are and the officers took over when you loose it you ain't getting back

Response by 1SG(P) Private RallyPoint Member made Mar 29 at 2016 7:19 PM

2016-03-29T19:19:21-04:00

Leaders need to do exactly that lead. When it is done right you will have team leaders training their teams, squad leaders enforcing the standards, and PSG and PL protecting the time for the soldiers to train. I have seen to many soldiers sit around all day and accomplish nothing when there can always be something to learn and be more proficient at.

Response by SFC Private RallyPoint Member made Apr 21 at 2016 1:45 PM

2016-04-21T13:45:47-04:00

Sometimes I do believe that leaders are purposely not doing their jobs. I understand many of the comments. However, sometimes there is so much on the senior leader's plate that it makes it difficult to be an engaged leader. I truly desire to mentor and train my Soldiers. Sometimes the day is filled with so many requirements that it becomes extremely difficult. Do more with less mentality of the Army makes it a challenge to be and engaged leader.

Response by MAJ Private RallyPoint Member made Apr 21 at 2016 2:27 PM

2016-04-21T14:27:40-04:00

Most of us who have been around for a while have heard that there is no "wrong" leadership style, however, ADRP 6-0 lists 6 things expected from its leaders;
1) Build cohesive teams through mutual trust.
2) Create shared understanding.
3) Provide a clear commander’s intent.
4) Exercise disciplined initiative.
5) Use mission orders.
6) Accept prudent risk.

If your doing these things, then you are probably on the right track. If you are not then you might be doing it "wrong"

On a personal note, leaders need to understand that they work for their Soldiers. If you do what you are required to do in order to take care of your subordinates, they will take care of you and work hard. That doesn't mean coddle them, it doesn't mean give them options or cut them slack. It means doing what is right, all the time. Not when you feel like it. Reward hard work, punish those who deserve it, train hard and expect results.

Bottom line, if you have to tell people that your in charge and a leader, then your probably not.

Response by SSG Trevor S. made Apr 25 at 2016 9:03 PM

2016-04-25T21:03:29-04:00

Rushed Leadership is the most common and easiest to fix. We would do well to adhere to our counseling policies and write career/ professional developmet councelings that outline steps and experiences required for recommendations for promotion. AND follow through!

Response by SSG Private RallyPoint Member made Apr 27 at 2016 2:45 PM

2016-04-27T14:45:31-04:00

Biggest thing ive noticed is everyone is tired of getting constantly fucked over about everything so alot of the good leaders and soldiers get the fuck out because they dont want to be in anymore

Response by SPC Private RallyPoint Member made Apr 27 at 2016 3:40 PM

2016-04-27T15:40:15-04:00

Too many counselings. I cant respect someone who would rather write up every little thing a soldier does, building a portfolio to eventually take money/rank/even kick them out, rather than administer some sensible, on the spot corrective training, and move on with our lives. It feels like the NCOs just want to see how many counselings they can rack up on the soldiers and how many they can label as a problem, rather than actually help develop them as soldiers.

Response by SPC Chris Rozzi made Apr 27 at 2016 5:54 PM

2016-04-27T17:54:53-04:00

I say that needs to start at the E-5's they should be teaching classes going over drills getting joe all preped so when it comes time to do business everyone is up to par. Shit even E-4's can do that it doesnt take one to be in a leadership role to teach classess it's all about that cohesiveness. For pt standards and all that shit mandatory 2 a day until everyone is passing it not science if one is fucked up then they are all fucked up it builds team spirit.

Response by SSG Private RallyPoint Member made Apr 27 at 2016 9:18 PM

2016-04-27T21:18:39-04:00

A very large problem, and it might be just my unit, is that the NCO's aren't allowed to be NCO's. When we step up and take initiative to get things done the questions of do you have permission do that come up. Another large issue is that NCO's can no longer do real corrective training, it's just a counseling statement. Take us back to the days where NCO's were allowed to be NCO's, where Privates don't say "Just put it on paper", and they have been forced into stressful situations that help build them and develop them for the Army's primary mission which is war.

Response by SSG Private RallyPoint Member made Apr 28 at 2016 2:22 AM

2016-04-28T02:22:26-04:00

Bring back wall-to-wall counseling and the wood line. Getting rid of this PC army. Instead of destroying a leader for a small mess up, when higher pushes for initiative, use it as a learning opportunity. Also officers are taking the NCOs authority by undermining us. (Personal opinion and prior experiences)

Response by CSM James Winslow made Apr 28 at 2016 5:20 AM

2016-04-28T05:20:38-04:00

A lot of good observations and advice here. I believe there is no "catch all" solution what we are seeing today, and we dare not forget that what made us into the leaders we are now is not necessarily what will work today. There is a different set of expectations now, both from leader and led, that is generational in nature and cannot be understood by some of the "Green Fatigue" army (those of us who have worn the O.G. uniform). But this remains true- just because you put stripes on someone, it does not mean they are an NCO- Sergeants have to be taught what it is to be an NCO, not just sent to a "leadership" school (which doesn't really teach anything about leadership) and call it done. (Here comes a Story...) In 1983 I was a recently promoted Sergeant E5 at my third duty station and was the commander of the relief for an internal guard force on Butzbach Kaserne in Germany. I was on third shift, and had just posted my guards when I came back into the guardhouse and sat down in the heat (it was as cold as only Germany can be in the winter). I had been there about 15 minutes when the SOG came out of the Guard office (the back room) and asked me what the hell I was doing- He took me outside and told me in no uncertain terms that I needed to be out checking on my guards and not sitting in the heat while they were out on the cold. "I don't want to see you in the guardshack anymore as long as your Soldiers are on duty" was the last thing he said to me. This was truly the beginning of my education as an NCO, and I am still grateful for the course correction that he gave me.
What I have noticed is lacking today is seniors train juniors just how to be NCOs and what all is involved. Some don't understand that by acting like a Private, they have just set a new standard.

Response by SSG Private RallyPoint Member made May 18 at 2016 9:11 PM

2016-05-18T21:11:36-04:00

Not only poor, also toxic.
Those who cared about themselves for better records rather than developing future ones.

Response by SGM Bill Frazer made Jun 20 at 2018 11:21 AM

2018-06-20T11:21:05-04:00

1. Punch the ticket syndrome. 2. Regs don't pertain to me. 3. I can do as I please, cause I'm in charge. and so forth. Education, education, counseling.

Response by SSG Private RallyPoint Member made Feb 28 at 2020 1:39 PM

2020-02-28T13:39:29-05:00

In my opinion, I think too many NCO's dont listen, and I mean REALLY listen to our subordinates. I know this from personal experience. E-1 to E-4, I had issues that I needed guidance on, I needed a listening ear just so I could vent, I needed a mentor. I didnt have that. In today's Army, While YES!! Our Army has gotten softer and everything is about feelings. Good smoking sessions need to come back. Screaming at some one to wake them up out of whatever entitlement trip they are on or get them out of whatever rut they are in, yes that needs to be done too. That is the Army I joined 11 years ago. I miss that Army. BUT, we as NCO's should gain our soldiers trust as well. Just as they need to gain ours. I remember a few years back, I was going through a terrible divorce and custody battle and I showed up to drill - in the correct uniform, on time, passed my PT test and did what was expected of me. Unfortunately, I just didnt feel like MINGLING at lunch. So i sat by myself at a table and just ate my lunch. Well I got pulled to the side by an NCO and she told me that not sitting with my peers was lack of comradeship and that I can be put out for "failure to adapt" when I tried to explain to her why I was sitting by myself, she told me that I needed to leave my family business at home because my "shit" can get some one killed.
Now as an NCO, When a soldier comes to me to talk, vent, ask a question, I am ALL EARS because they need to know feel and BELIEVE that I am ALWAYS HERE no matter what!