Do you let your subordinates fail?

2015-08-26T12:06:19-04:00

We don't like to see them fail because we train them and want them to succeed. Their failures can be a negative hit against us, their leaders. But failure can also be a very good learning tool and from my observations one that is not used as often as it used to be. Why or why not do you let your subordinates fail?

Response by SSgt Private RallyPoint Member made Aug 26 at 2015 12:07 PM

2015-08-26T12:07:51-04:00

The Marine Corps' style of warfare requires intelligent leaders with a penchant for boldness and initiative down to the lowest levels. Boldness is an essential moral trait in a leader for it generates combat power beyond the physical means at hand. Initiative, the willingness to act on one's own judgment, is a prerequisite for boldness. These traits carried to excess can lead to rashness, but we must realize that errors by junior leaders stemming from overboldness are a necessary part of learning. We should deal with such errors leniently; there must be no "zero defects" mentality. Abolishing "zero defects" means that we do not stifle boldness or initiative through the threat of punishment. It does not mean that commanders do not counsel subordinates on mistakes; constructive criticism is an important element in learning. Nor does it give subordinates free license to act stupidly or recklessly.
MCDP-1 Warfighting

Response by Sgt Aaron Kennedy, MS made Aug 26 at 2015 12:12 PM

2015-08-26T12:12:51-04:00

Mission? No. Task, as a learnin experience, sure. Sometimes failure is the best way to learn that you could have approached something a different way.

That said, "if" they ask for help, I'll point them in the correct direction, give resources, but I gave them ownership. It's no longer mine until they give it back.

Response by LCDR Private RallyPoint Member made Aug 26 at 2015 12:13 PM

2015-08-26T12:13:14-04:00

There is a fine line that needs to be realized between helping them succeed and preventing them from ever learning anything.

Response by MAJ Ken Landgren made Aug 26 at 2015 12:17 PM

2015-08-26T12:17:03-04:00

Myself and the NCOs have always tried to prepare the troops for success, but once in awhile a subordinate leader fails at planning, coordinating, and execution of such basic things like coordinating weapons draw, which boggles my mind.

Response by SSG Warren Swan made Aug 26 at 2015 12:18 PM

2015-08-26T12:18:41-04:00

Without failure, do you really ever have success?

Response by Sgt Aaron Kennedy, MS made Aug 26 at 2015 12:24 PM

2015-08-26T12:24:08-04:00

When you think it's wrong morally, ethically, or legally.

That said, most (if not all) of the issues I've personnally had I've been able to present as concerns or issues, and my boss has quickly given a "belay my last," while I had my guys standing by for clarification.

Response by LTC Stephen F. made Aug 26 at 2015 12:45 PM

2015-08-26T12:45:07-04:00

Good leaders understand that much can be learned in "failure" to those willing able to learn MAJ Private RallyPoint Member. Failure in communication and training can be leveraged to improve communication [content and appropriateness based on the net]. Catastrophic mission failure is to be avoided at all costs. However failures in execution, communication, and operational stuff can be useful in helping instill lessons learned and much can be learned when one or more team members pick up the slack of another one.

Response by SSgt Alex Robinson made Aug 26 at 2015 12:48 PM

2015-08-26T12:48:28-04:00

Yea. Failure is always the stepping stone to success of you mentor them properly

Response by SSgt Alex Robinson made Aug 26 at 2015 12:51 PM

2015-08-26T12:51:33-04:00

It is by far the biggest concern. It is ruining our budgets. We can't take care of the whole world. We have too many issues within our nation like homeless vets that need to be addressed!

Response by Sgt Kelli Mays made Aug 26 at 2015 1:57 PM

2015-08-26T13:57:19-04:00

Didn't ever have any subordinates.....really...however, when I got to Wilford Hall and met my boss and his staff...it only took me a week to realize everything was out of whack...no one did their job correctly...this office was so laid back it was like they were taking a long siesta....so I decided to clean up...and clean up I did....Files were out of date...some going back 2 - 3 years....everything was out of date...nothing was logged in correctly....Equipment was not being tracked....half of the equipment was "UNKNOWN" So I started hunting them down...going floor to floor, unit to unit....16 miles of hallway in WHMC....it was a HUGE mess....So I cleaned it up.....without any help from anyone else who told me to leave it alone and let it go......So...I got noticed by my superiors...The OIC of my section and by the Hospital commander because a lot of departments in the hospital were complaining...but when I explained why...I was commended and asked to carry on....others that were already there not doing their jobs were all reprimanded...and my boss/NCO Msgt XXXX eventually was booted out on the fat boy programs...in his 19th year of service....then one of the other NCO's got booted out for a dirty UA...and went on Maternity leave and never came back....so then it was just me and another gal who just got transferred over who had less rank than I did. I was there another 3 yrs and we never got another NCO....We reported directly to Tip Toe Alley...it's what we called Command section of Wilford Hall.