Posted on Dec 5, 2019
How would you handle a subordinate who is full of potential, but just wants to get by?
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As a leader, there are probably people under you that you believe could go far in the military, and be great leaders. Yet for some reason (fear, complacency, etc.) they don't rise to the occasion. They do their job, keep their nose clean, but that's about it. How would you encourage that person to pursue something more, or would you just let it be?
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Edited >1 y ago
Posted >1 y ago
Responses: 11
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You can only lead a horse to water.
As his leader it is your job to motivate him, but in the end, it is up to him how much he dedicates to his job. As long as he meets standards there isnt much you can do. If you try and hold him to a higher standard you have to be careful how you do it or he could file a complaint that he is being singled out.
As his leader it is your job to motivate him, but in the end, it is up to him how much he dedicates to his job. As long as he meets standards there isnt much you can do. If you try and hold him to a higher standard you have to be careful how you do it or he could file a complaint that he is being singled out.
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SPC Casey Ashfield
Was about to say the same, as cliche as it is. Leaders can only do so much to build up subordinates.
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1SG David Spalding
MSG Luke here has nailed it. I had some phenomenal 'combat Soldiers" who had no interest in advancement or position, but let them loose in the 'Stan . . . I wanted them on my team.
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Motivate, motivate, motivate!
You say this individual "does their job." Who defines what the job is? YOU DO. Raise the standard. If they bitch about unfair treatment explain that the treatment is fair - PFC Jones is expected to clean a rifle in 1 hour because that is the best PFC Jones can do. You, LCpl Smith, are expected to do it in 50 minutes because that is the best YOU can do. The expectation and standard is the same for both - do YOUR best.
Expect and encourage excellence. But also reward it. Tailor the reward to the individual and what makes that person tick. If they value their time, give early release or days off (with approval, of course). If they value privacy, maybe offer a solo barracks room as a long term reward for achieving a certain standard. Maybe it is as simple as a sit down and you letting them know that YOU know they can do better - and you are disppointed in their efforts thus far, because you KNOW they could be great if they were just willing to work at it. Even something as small as a weekly 20 oz. bottle of soda or a candy bar or a homemade team-level certificate when presented in front of peers for the top performer of the week (month/exercise/whatever) can spark a fire and get not just one Marine, but the whole team working and competing to be your best troop.
Ultimately, you hope to find a way to allow that Marine to find their own internal motivation to be the best Marine they CAN be. But until they find that internal motivation, you have to be that source of external motivation.
You say this individual "does their job." Who defines what the job is? YOU DO. Raise the standard. If they bitch about unfair treatment explain that the treatment is fair - PFC Jones is expected to clean a rifle in 1 hour because that is the best PFC Jones can do. You, LCpl Smith, are expected to do it in 50 minutes because that is the best YOU can do. The expectation and standard is the same for both - do YOUR best.
Expect and encourage excellence. But also reward it. Tailor the reward to the individual and what makes that person tick. If they value their time, give early release or days off (with approval, of course). If they value privacy, maybe offer a solo barracks room as a long term reward for achieving a certain standard. Maybe it is as simple as a sit down and you letting them know that YOU know they can do better - and you are disppointed in their efforts thus far, because you KNOW they could be great if they were just willing to work at it. Even something as small as a weekly 20 oz. bottle of soda or a candy bar or a homemade team-level certificate when presented in front of peers for the top performer of the week (month/exercise/whatever) can spark a fire and get not just one Marine, but the whole team working and competing to be your best troop.
Ultimately, you hope to find a way to allow that Marine to find their own internal motivation to be the best Marine they CAN be. But until they find that internal motivation, you have to be that source of external motivation.
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Hey brother I had the same issue with one of my LCpls. I worked and worked trying to inspire him to do more and after two years of trying, there was nothing else I could do. If your Marine isnt passionate about what it is their doing, then they wont do anymore than what is necessary. As the saying goes, "you can lead a horse to water, but you cannot make it drink".
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