Posted on Jan 28, 2020
SSG 25 Id Battle Nco
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I was thinking about it today after a talk with a soldier about difficulties in his life. It got me feeling like I want to do more and get more involved. I already feel like I’m a pretty involved leader. My soldiers have told me specifically that I’m “one of the few leaders they can trust” and make them feel like I care. At first I was flattered, but the more I thought about it I felt disappointed because I’ve identified issues with other leaders within my troop and unit and fully understand why they feel that way. It’s kind of sad that they think I’m one of the only leaders they can turn to. I’ve confronted a few leaders tactfully to have a conversation to try and help encourage them to be more involved and invested, even bringing up ideas to improve moral and get the soldiers more involved as a team collectively (most are above or the same rank as myself). Every idea I have seems to fall on uncaring ears. I’ve come to a conclusion that overall, there may be small change with these leaders, but they won’t full change they way they lead or the way they think. Now, I’m not saying these are bad leaders by any means. They’re incredibly proficient and knowledgeable. I’ve been strongly mentored And influenced by these leaders. Sometimes though it feels as though they have little investment in the soldiers and only develop soldiers as much as they need to, usually when the soldier messes up. They tend to have as little involvement as possible. Now, of course we have team leaders and section leaders to develop and push down information to the soldiers, but the level of distance is.....different. Instead of trying to continue to change others mentalities, I want to push myself to do more and be able to take some ideas and implement them in a way that will help increase morale, build some common ground and the feeling of a cohesive team. Any thoughts and insights would be appreciated!
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1. As a leader, it’s not about me. It’s about them, the led. I left my ego back in the heady days of being a young buck sergeant.

2. Anyone who tells you there is a perfect approach or a one-size-fits-all approach to leadership is a weak leader. What matters is that your soldiers receive the mission, not how you send the mission.

3. Soldiers do not come with a TM and quite often operate under unusual conditions. Be adaptive, be creative, think critically and make the best decision you can.

4. Foster an environment where your soldiers work with you not for you. There is a lot to be said for the principle of mission command that states “build relationships based on shared trust”

5. Treating everyone fairly and impartially does not mean you have to treat everyone exactly the same. Sometimes it’s hard to walk that line but if you know your soldiers you’ll know how to be fair

6. Never be afraid to explain why. I know sometimes time or circumstance doesn’t allow this, but explaining why helps grow future leaders and motivates soldiers once they know how their seemingly menial task supports the commander’s intent

7. It’d okay to not know what you’re doing. It’s okay to accept prudent risk and make informed guesses. Being wrong is acceptable risk, being reticent is not.

The fact that you asked this question speaks well of you. It tells me you care and you’re passionate, and that you also possess the self awareness to know you have a lot to learn. That’s most of the leadership battle right there. Give a damn and put in the effort. I think you’ll be fine.
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SFC Bernard Walko thats the crux of my point #2 but you said it better. Another way I verbalize that is that my way is *a* ways its not necessarily *the* way
MAJ Ken Landgren
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It sounds like u r tracking as a leader. Some leaders love their soldiers and some don’t. Some leaders who love the soldiers know how to show it and some don’t. As a leader l deemed building a good culture an imperative. A culture of army values is a good start point, and put a special emphasis on building morale. Here are some things we did:
- Say Thank you and good counseling
- Birthday soldiers got cake and day off
- Soldiers who worked on the weekend got comp time
- Sometimes I BBQ
- Friday football
- I passed down gift certificates to restaurants
- 3 mile run & how chow at the end point
- Helicopter rides
- Designate sponsors
- Promote professionalism & personal growth
- Fight for them, they will accept things better if they knew fought for them
- Have empathy and compassion
- Get in the mud with them

Sometimes in training meetings an NCO would passionately give a different course of action. I often rewarded them for their input. Cultivate passion.

I had a few chapters due to drugs or DUIs. However, I pulled them aside to give them pep talks and instill hope in them. I wanted them to have confidence when they were no longer mine.

The bottom line is soldiers know when a leader loves them, the tricks is how to show it. Build morale and have fun with your soldiers. Love them. Train them. Fight for them. Have fun with them. Grow them.
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MAJ Bryan Zeski
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Never do something where you cannot articulate the "WHY" you are doing it to both your newest Private and the Division Commander.

Keeping Soldiers late? You better be able to explain WHY it's necessary to your Joe and your Boss.

Punishment for Article 15? Be able to articulate how you think it's a just punishment.

Denying a leave or school? Be able to explain it.

It's simple really, if you can't explain the WHY in a way that isn't, "Because I said so," then you should rethink that.

Don't be the reason your unit ends up on USAWTFM for not sending a Soldier home when they get a Red Cross message. This isn't WWIII. We aren't fighting the Battle of the Bulge. That Joe is likely not the difference between success and failure. Do what's right by your Soldiers and their Families.
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Brace for the “because I said so” crowd lol
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