Posted on May 6, 2020
Changing of the guard and how do we bridge the gap between generations?
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Leaders, good afternoon. I trust everyone is staying well during these uncertain times.
Over the years, we’ve all seen a myriad of leadership styles. The great ones adapt to the changes in both the military and the world around them. They bad ones refuse to change and blame the up-and-coming servicemen and women for the “unwanted” changes. If you have a battle buddy who has begun to have a negative impact on the morale or culture of the organization, how do you handle it? Do you pull them aside and speak to them? What if they are one rank above or below?
Components 2 and 3 often see this on a more magnified scale. E7-E9 TPU don’t have the retention control points AC/AGR have. You find these people have been in since prior to the first Gulf War and they do not understand these junior Soldiers that come in today. They don’t connect with them. The rank respect is there, but the lack of understanding between the two is oftentimes a canyon instead of a creek. How do you handle bridging the gap between the new Soldiers (even new/young NCOs) and the older Soldiers who were brought up in a different leadership style?
These questions are not indicative of any one situation and certainly not something I find myself in. It was just something I was pondering while waiting for my VPN to reconnect. I welcome your thoughts.
Over the years, we’ve all seen a myriad of leadership styles. The great ones adapt to the changes in both the military and the world around them. They bad ones refuse to change and blame the up-and-coming servicemen and women for the “unwanted” changes. If you have a battle buddy who has begun to have a negative impact on the morale or culture of the organization, how do you handle it? Do you pull them aside and speak to them? What if they are one rank above or below?
Components 2 and 3 often see this on a more magnified scale. E7-E9 TPU don’t have the retention control points AC/AGR have. You find these people have been in since prior to the first Gulf War and they do not understand these junior Soldiers that come in today. They don’t connect with them. The rank respect is there, but the lack of understanding between the two is oftentimes a canyon instead of a creek. How do you handle bridging the gap between the new Soldiers (even new/young NCOs) and the older Soldiers who were brought up in a different leadership style?
These questions are not indicative of any one situation and certainly not something I find myself in. It was just something I was pondering while waiting for my VPN to reconnect. I welcome your thoughts.
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LeadershipTrainer/Mentor
LeadershipTrainer/Mentor
Posted >1 y ago
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Not sure you can but the standards are the same for everyone. There is no "I" in Team.
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The simple answer is you don't, All those senior leaders at one time were the new, lazy , disrespectful, not good enough younger generation of troops that the Old timers often hated, and picked upon daily. But as with anything what is old is new, change happens no matter what we want so we can either adjust with it, although sometimes slower and more grouchily or we can just opt out and leave, retire seek new employment. Even "BAD" leaders have someting to teach everyone. When you develop your own leadership style the good one look at everyone that has ever lead them or to peers who are doing a bang up job of leading.
Its not all that important to just UNDERSTAND new generations of troops as it is to just get them to understand the methodology of doing their jobs. Many here have gone through this process both before they left and now as current leaders. Being leader requires a certain amount of "PEOPLE PERSON" ability. Those that don't adjust and adapt don't last all that long for about 99% of the time. Many of these old school leaders have Kids and grandkids so they do get some contact with other generations, their values and their though processes.
When I was a 17 year old Pvt I didn't want anything to do with SRNCO's or Officers, I was more concerned with SP/4's and SGT's the getting know my PSG/1SG. I have been fortunate enough to lead Troops as a SRNCO in both peacetime and wartime and I have adjust well with the younger generations and had more issues with my peers than the youngins.
The best answer to your query is to remain flexible and adjust to the situation so that you can achieve your mission while taking care of the troops. To remain fair and impartial and not to take anything as a personal attack on yourself. This has been going on since the 1st Army formed and will continue long into any future versions.
Its not all that important to just UNDERSTAND new generations of troops as it is to just get them to understand the methodology of doing their jobs. Many here have gone through this process both before they left and now as current leaders. Being leader requires a certain amount of "PEOPLE PERSON" ability. Those that don't adjust and adapt don't last all that long for about 99% of the time. Many of these old school leaders have Kids and grandkids so they do get some contact with other generations, their values and their though processes.
When I was a 17 year old Pvt I didn't want anything to do with SRNCO's or Officers, I was more concerned with SP/4's and SGT's the getting know my PSG/1SG. I have been fortunate enough to lead Troops as a SRNCO in both peacetime and wartime and I have adjust well with the younger generations and had more issues with my peers than the youngins.
The best answer to your query is to remain flexible and adjust to the situation so that you can achieve your mission while taking care of the troops. To remain fair and impartial and not to take anything as a personal attack on yourself. This has been going on since the 1st Army formed and will continue long into any future versions.
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SFC (Join to see)
Thank you, Top. When you were an E7/E8, how did you handle your fellow Senior NCOs who believed themselves to be the SMEs in the fields, when in reality people didn’t trust them?
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1SG Dennis Hicks
My way of dealing with those folks isn't the only way or the right way, as I severely lack a filter. I tend to say whats on my mind without filtering my response, language or consequences of my replies, that is not a good thing to do if you value your career. I have been fortunate that those who had to listen to me either took what I said for face value or got very offended and looked like fools when they attempted to defend their actions with my no shit response. I have also hurt my career and had my heels locked more times than not. but in the end sometimes folks need to hear the truth rather than collective ass kissing. Your mileage may vary.
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1SG John Highfill
Leadership espirit de corps training respect mission never go out of style they are timeless
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