Posted on Jul 20, 2015
Have you run into the (7) Signs of Weak Leadership?
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Have you run into the (7) Signs of Weak Leadership?
By Aleksandr Noudelman
Experienced Educator & Fitness Coach
It’s vital to understand that just because someone is in a leadership position, doesn’t necessarily mean they are meant to be in it. Put another way, not all leaders are born leaders. The problem many organizations are suffering from is a recognition problem – they can’t seem to distinguish the good leaders from bad ones.
Here are a few key behaviors that beset a weak leader:
1. Their team routinely suffers from burnout
Being driven and ambitious are important traits for successful leaders. However, if you are excessively working your people or churning through staff than you aren’t effectively using your resources. You may take pride in your productivity, in doing more with less. However, today’s success may undermine long-term health. Crisis management can become a way of life that reduces morale and drives away or diminishes the effectiveness of dedicated people. With any business, there are times when you have to burn the midnight oil but it should be accompanied with time for your team to recharge and refuel.
2. They lack emotional intelligence
Leaders who are weak are always envious of other peoples' successes and are happy when other people fail. They see themselves in fundamental competition with other executives and even with their subordinates. Such envy is a root cause of the turf wars, backbiting, and dirty politics that can make any workplace an unhealthy one.
3. They don’t provide adequate direction
Failing to provide adequate direction can frustrate employees and will hinder their chances at completing tasks correctly and success. Poor leaders might not tell employees when a project is due or might suddenly move the deadline up without regards for the employee who's doing it. Project details can also be vague, making it difficult for staff to guess what factors the leader considers important. If a project involves participation from more than one employee, a poor leader may choose not explain who is responsible for what part. Good leaders provide adequate direction and are always there to provide descriptive feedback when it is needed.
4. They find blame in everyone but themselves
Weak leaders blame everyone else for their mistakes and for any mishaps that happen to them and their division/company. Every time they suffer a defeat or a setback, a subordinate is given the talk down, or worse, an axe. Great leaders don't do this and they always stay positive no matter what the circumstances are. They are accountable for the results and accept full responsibility for the outcomes.
5. They don’t provide honest feedback
It is very difficult for weak leaders to give the honest messages or constructive feedback to their subordinates. When they have to say something negative to someone, it's always someone else, usually a superior, who has told them to do. By that time it is to late and the leader hasn't really identified the problem before it reached the climax. They also make it a point to let the individual know that it's not their idea. Good leaders speak from the heart and provide honest feedback that is backed up by facts. They never wait for superiors to identify problems for them.
6. They're Blind To Current Situation
Because weak leaders are egocentric and believe that their way is the only way, their followers are afraid to suggest anything new. Those who follow such leaders only give them praise or the good news. Such appreciation only gives a boost to their status and ego and the leader is left clueless as to what the current situation is as well as the changing trends in the marketplace.
7. They're Self-Serving
If a leader doesn't understand the concept of “service above self” they will not retain the trust, confidence, and loyalty of their subordinates. Any leader is only as good as their team’s hope to be led by them. Too much ego, pride, and arrogance are not signs of good leadership. Long story short; if a leader receives a vote of non-confidence from their subordinates…the leader is a weak one.
Have you run into the (7) Signs of Weak Leadership?
By Aleksandr Noudelman
Experienced Educator & Fitness Coach
It’s vital to understand that just because someone is in a leadership position, doesn’t necessarily mean they are meant to be in it. Put another way, not all leaders are born leaders. The problem many organizations are suffering from is a recognition problem – they can’t seem to distinguish the good leaders from bad ones.
Here are a few key behaviors that beset a weak leader:
1. Their team routinely suffers from burnout
Being driven and ambitious are important traits for successful leaders. However, if you are excessively working your people or churning through staff than you aren’t effectively using your resources. You may take pride in your productivity, in doing more with less. However, today’s success may undermine long-term health. Crisis management can become a way of life that reduces morale and drives away or diminishes the effectiveness of dedicated people. With any business, there are times when you have to burn the midnight oil but it should be accompanied with time for your team to recharge and refuel.
2. They lack emotional intelligence
Leaders who are weak are always envious of other peoples' successes and are happy when other people fail. They see themselves in fundamental competition with other executives and even with their subordinates. Such envy is a root cause of the turf wars, backbiting, and dirty politics that can make any workplace an unhealthy one.
3. They don’t provide adequate direction
Failing to provide adequate direction can frustrate employees and will hinder their chances at completing tasks correctly and success. Poor leaders might not tell employees when a project is due or might suddenly move the deadline up without regards for the employee who's doing it. Project details can also be vague, making it difficult for staff to guess what factors the leader considers important. If a project involves participation from more than one employee, a poor leader may choose not explain who is responsible for what part. Good leaders provide adequate direction and are always there to provide descriptive feedback when it is needed.
4. They find blame in everyone but themselves
Weak leaders blame everyone else for their mistakes and for any mishaps that happen to them and their division/company. Every time they suffer a defeat or a setback, a subordinate is given the talk down, or worse, an axe. Great leaders don't do this and they always stay positive no matter what the circumstances are. They are accountable for the results and accept full responsibility for the outcomes.
5. They don’t provide honest feedback
It is very difficult for weak leaders to give the honest messages or constructive feedback to their subordinates. When they have to say something negative to someone, it's always someone else, usually a superior, who has told them to do. By that time it is to late and the leader hasn't really identified the problem before it reached the climax. They also make it a point to let the individual know that it's not their idea. Good leaders speak from the heart and provide honest feedback that is backed up by facts. They never wait for superiors to identify problems for them.
6. They're Blind To Current Situation
Because weak leaders are egocentric and believe that their way is the only way, their followers are afraid to suggest anything new. Those who follow such leaders only give them praise or the good news. Such appreciation only gives a boost to their status and ego and the leader is left clueless as to what the current situation is as well as the changing trends in the marketplace.
7. They're Self-Serving
If a leader doesn't understand the concept of “service above self” they will not retain the trust, confidence, and loyalty of their subordinates. Any leader is only as good as their team’s hope to be led by them. Too much ego, pride, and arrogance are not signs of good leadership. Long story short; if a leader receives a vote of non-confidence from their subordinates…the leader is a weak one.
Leader
Leadership
Leadership Development
Education
Toxic Leadership
Edited 9 y ago
Posted >1 y ago
Responses: 95
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There are so many leaders in name only. That's the problem with today's military.... Too politically correct. George Patton would never have been promoted in today's climate. We need leaders and war fighters. Not politicians!
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SPC Christopher Jackson
SGT J M Porters - I ended up getting an Xray in the SAME dang room that General Patton passed away in decades prior. yikes, creepy. they have/had depending on if heidelberg hospital still exists
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LT Mike Folker
PO2 David Allender - FDR nominated Gen. Marshall Army CoS: not popular choice among Army generals. Marshall canned some of those same gens.: anyone he thought did not "measure up." According to Douglas Mcgregor, 54 in his first year.
Since Goldwater-Nichols (1986: somewhere on the 'net there's an excellent article by a Marine major on "unintended consequences" of Goldwater-Nichols), service chiefs no longer $h!tcan failures or perceived failures: this is SECDEF > Pres. Pres. Obama roundly ridiculed in mil. circles for firing flags, but this very likely not a job a Pres. needs or wants.
As a new weps. DivO (after a turn at the old Newport SWO school), I knew nothing about weps. systems & so let the chief & PO1 do their jobs: just followed personnel on their PMS rounds to learn. A novice dept. head insisted that I had to tell everyone what to do: that's what DivOs did!
Thru the ship's grapevine, learned there were other novice DivOs that pretended to know more than they did. Soon I had personnel from other ship's divisions coming to me w/ their complaints. Sent them back w/ advice to use their chain of command!: apparently, an original idea! Experience taught me only that 2 weeks SWO school L&M class was a farce: "leadership" was not a boilerplate topic.
Since Goldwater-Nichols (1986: somewhere on the 'net there's an excellent article by a Marine major on "unintended consequences" of Goldwater-Nichols), service chiefs no longer $h!tcan failures or perceived failures: this is SECDEF > Pres. Pres. Obama roundly ridiculed in mil. circles for firing flags, but this very likely not a job a Pres. needs or wants.
As a new weps. DivO (after a turn at the old Newport SWO school), I knew nothing about weps. systems & so let the chief & PO1 do their jobs: just followed personnel on their PMS rounds to learn. A novice dept. head insisted that I had to tell everyone what to do: that's what DivOs did!
Thru the ship's grapevine, learned there were other novice DivOs that pretended to know more than they did. Soon I had personnel from other ship's divisions coming to me w/ their complaints. Sent them back w/ advice to use their chain of command!: apparently, an original idea! Experience taught me only that 2 weeks SWO school L&M class was a farce: "leadership" was not a boilerplate topic.
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PO2 David Allender
MAJ (Join to see) - Reminds me of when Gen. Westmoreland came out with body count during Nam. I have often wondered just how ridiculous the count was before they figured how the jr officers were just trying to outdo one another, instead of a true count? Probably never used, because it was so ridiculous.
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I would ask the question COL Mikel J. Burroughs What is worse? The young leader who falls into these leadership failures? Or the command staff who sees it and doesn't correct it? Or, the command staff that by action or omission encourages such behavior?
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SMSgt Lawrence McCarter
COL Mikel J. Burroughs - As You say Having people senior to Yourself to coach and mentor and set a good example as well is very important. Some of the greatest things i have learned ans applied to My self often were learned by the great example of those I served under. The one man I feel i learned the most from was a TSgt Samual Dickens, My Supervisor at Hanscom AFB, MA back in 1969-70 His lessons never failed Me and I feel helped Me succeed through My Military career. I have had a lot of outstanding Officers and NCOs in fact most of them. Those that didn't have those leadership qualities usually did get weeded out by their own actions by those senior to them in their chain of command. They did tend to be the exception in most of My experience. Problems when they occur often do start at the top and work down and good senior leadership can also make a break the efficency of any unit.
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SFC James Asbill
I thanked my mentors (senior NCOs) for teaching and training me on what it meant to be a leader ....not just a Sergeant or Supervisor... Without them I would NEVER have been the leader and mentor I tried to become for my subordinates and peers ..
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I try daily to lead my troops from the front. I'm always first to do whats required and involved in what's asked.
I remeber the "do as I say" leaders of my past and try to never be that guy. I always encourage my "joes" to do and be more than what's expected or believe they can. I also challenge my PSG's to keep me challenged in leading and preparing them.
Last month I almost lost a specialist to heat. By taking charge and doing what was neccessary and not comfortable I showed them leadership is what must be done, not what I feel like doing. I didn't realize it until we were AARing the event and one of my E7's said "Top, you saved that kids life, I don't know I'd have been able to do the things you did."
It ment more to me after the fact than I can explain. Cause I didn't think I just acted. It showed me, I need to train my guys harder. Not tell, but teach and show by action.
We as leaders build our troops daily often by not only what we say, but more importantly what we do and dont do.
REMAIN AWARE LEADERS, they are WATCHING!
-Sidewinder 7
I remeber the "do as I say" leaders of my past and try to never be that guy. I always encourage my "joes" to do and be more than what's expected or believe they can. I also challenge my PSG's to keep me challenged in leading and preparing them.
Last month I almost lost a specialist to heat. By taking charge and doing what was neccessary and not comfortable I showed them leadership is what must be done, not what I feel like doing. I didn't realize it until we were AARing the event and one of my E7's said "Top, you saved that kids life, I don't know I'd have been able to do the things you did."
It ment more to me after the fact than I can explain. Cause I didn't think I just acted. It showed me, I need to train my guys harder. Not tell, but teach and show by action.
We as leaders build our troops daily often by not only what we say, but more importantly what we do and dont do.
REMAIN AWARE LEADERS, they are WATCHING!
-Sidewinder 7
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SFC Fred Traylor
Thanks Top! I retired back in 2008 and have been teaching JROTC nearly 10 years now. For all my young cadets, I do my best to help them understand how to be selfless and to share what they know with others. If it's ok with you, I would like to share your example with my cadets during our hip pocket training. Though they are high school students, positive lessons are priceless and needful as they speed towards graduation and possible service in our armed forces!
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SGM (Join to see)
SFC Fred Traylor - Absolutely SFC Traylor. I understand the need for good, real life examples, for reinforcement of training. I taught PLDC and BNCOC for years and used every story I came across. Best of luck influencing the hearts and minds of this upcoming generation.
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1SG Michael Blount
As a recently retired First Sergeant, I can tell you these attributes lead into the corporate world as well. In fact, I would suggest that the private sector suffers from poor leadership far worse then the armed services ever thought about of course, the consequences of poor leadership in the military are potentially disastrous, unlike the private sector. But weak leadership is weak leadership no matter what or where found
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SFC Joseph A. Anderson
1SG(P) Joe Lee
What a great story you shared with us. As a retired SFC, I agree with you 100%. I was like you while serving. I always lead by example in everything I had my Soldiers do. This earned their respect, trust and confidence in me. My soldiers would do anything I asked them to do for me. I have been retired since 1992 and really miss the military.
What a great story you shared with us. As a retired SFC, I agree with you 100%. I was like you while serving. I always lead by example in everything I had my Soldiers do. This earned their respect, trust and confidence in me. My soldiers would do anything I asked them to do for me. I have been retired since 1992 and really miss the military.
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Yes I have run into weak and despotic leaders at times COL Mikel J. Burroughs.
1. "Leaders" who blame subordinate for failures that they make and accept glory for the team.
2. "Leaders" who demand of others what they do not demand of themselves.
3. "Leaders" who are focused on style for appearances sake and not substance of the unit.
4. "Leaders" who are yes men and those who surround themselves with yes men and can't tolerate constructive criticism.
5. "Leaders"who sincerely believe that they are the best things since sliced bread despite all the evidence to the contrary. These tend to elevate their ideas in their mind as exemplary while all others are inferior and not worthy of consideration.
6. "Leaders" who do not permit failure in training when the risk is low and blame subordinate for failing in riskier missions which could have been avoided with adequate training.
1. "Leaders" who blame subordinate for failures that they make and accept glory for the team.
2. "Leaders" who demand of others what they do not demand of themselves.
3. "Leaders" who are focused on style for appearances sake and not substance of the unit.
4. "Leaders" who are yes men and those who surround themselves with yes men and can't tolerate constructive criticism.
5. "Leaders"who sincerely believe that they are the best things since sliced bread despite all the evidence to the contrary. These tend to elevate their ideas in their mind as exemplary while all others are inferior and not worthy of consideration.
6. "Leaders" who do not permit failure in training when the risk is low and blame subordinate for failing in riskier missions which could have been avoided with adequate training.
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CPT Earl George
CPT Earl George - I had a particular boss(west point grad) who assumed command of the battalion of which I was a member. He was to do an 18 month stint of command but was on the phone to branch(talking to a fellow west pointer) trying to line up his next assignment after 2 days on the job. I had first hand knowledge of this because I walked into his office while he was on the phone and he bragged about how this fellow west pointer was going to come through for him because they were friends. Our relationship was poor at best. I said SIR a lot kept my mouth shut.
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LTC Stephen F.
CPT Earl George I am sorry to learn that you had to serve under a battalion commander who seemed to position himself for his follow-on assignment instead of focusing on his current one.
As a West Point cadet, [1976-1980] the vast majority of cadets I interacted with were trustworthy, honorable and destined to be solid leaders - not every one was. We were the first call to include women as cadets and under a lot of scrutiny.
I never trumpeted that I was a West Pointer and rarely wore my class ring.
Most of my problems with higher ranking officers were based on race, fraternity alignment, and in some cases real issues.
I consider my USMA classmates on active duty to be both very honorable and solid leaders - Vince Brooks [[USFK]; David Perkins [TRADOC]; Tony Thomas [SOCOM]; and Joe Votel [CENTCOM].
FYI COL Mikel J. Burroughs COL (Join to see) LTC Stephen C. LTC Wayne Brandon LTC Bill Koski LTC Thomas Tennant MAJ Ken Landgren Maj William W. 'Bill' Price LTC Ivan Raiklin, Esq. Maj Marty Hogan Capt Seid Waddell Capt Tom Brown 1stSgt Eugene Harless SFC Joe S. Davis Jr., MSM, DSL SFC William Farrell
As a West Point cadet, [1976-1980] the vast majority of cadets I interacted with were trustworthy, honorable and destined to be solid leaders - not every one was. We were the first call to include women as cadets and under a lot of scrutiny.
I never trumpeted that I was a West Pointer and rarely wore my class ring.
Most of my problems with higher ranking officers were based on race, fraternity alignment, and in some cases real issues.
I consider my USMA classmates on active duty to be both very honorable and solid leaders - Vince Brooks [[USFK]; David Perkins [TRADOC]; Tony Thomas [SOCOM]; and Joe Votel [CENTCOM].
FYI COL Mikel J. Burroughs COL (Join to see) LTC Stephen C. LTC Wayne Brandon LTC Bill Koski LTC Thomas Tennant MAJ Ken Landgren Maj William W. 'Bill' Price LTC Ivan Raiklin, Esq. Maj Marty Hogan Capt Seid Waddell Capt Tom Brown 1stSgt Eugene Harless SFC Joe S. Davis Jr., MSM, DSL SFC William Farrell
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CPT Earl George
LTC Stephen F. - I found most of the west point officers I met and served with during my career to either be outstanding or sorry. 99% were outstanding.
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SFC James Asbill
I retired when a new Battalion Commander's First meeting with his staff and senior NCO's only mentioned the words "me, I and you " .. Never was we .. or unit or work as a team mentioned .. Told me all I needed to know about him and his leadership ...
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I've seen a couple of these both in the military and afterwards. I had a CO who told us directly that we were about 4th in terms of importance in his world. I also had a CEO in the civilian world who used to call routinely on Saturday night and say we were having a staff meeting the next morning at 0800. I did stop answering my phone on Saturdays. As for the military, change in command could not have come faster.
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SPC Douglas Bolton
This is truly sad to see. What can we do to straighten this out in the military and in the private sector?
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This question brings back memories of an incompetent LT COL who was our clinic chief. He would hold weekly inspections and lift the seat off the dental chair and yell at my assistant to clean the grease off the gears that work the chair . Then maintenance would come thru and slop new grease all over it. Another time I was working on a Saudi officer who was here for a school. He had a tooth that could not be saved when I told him it had to be removed he stormed out to the same LT COL's office and complained . I was called to his office and told to save the tooth. I respectfully said it is beyond hope. If you can save it I would appreciate you taking over for me. That set him off and he called in the COL in charge of the dental detachment who started out as a grunt in WW2,and was an oral surgeon in NAM. He looked at the tooth and ordered me to remove it and walked away. The last and best example I remember is when I was treating the wife of the commanding general of FT LEE. She was scheduled to come in to see me and the LT COL came in and took my assistant to cut the grass around the clinic. I said sir the generals wife is coming in today he might want to chose someone else to cut the grass. He took my E4 assistant anyway to cut the grass. When the Generals wife came in I apologized to her that the treatment will take a little longer and might be a little more uncomfortable as I didn't have an assistant today. She said to me I do not usually pull strings and walked out to the LT COL office. she shortly returned to the treatment room escorted by the LT COL and another assistant to help me.
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SPC Douglas Bolton
Glad you stood up for what was right CPT Ronald Scherick You can be my dentist anytime. :-)
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CPT Ronald Scherick
Thanks for the vote of confidence I left out part of the story the first dentist the Saudi officer got to see was a friend of mine with the last name of Cohen well he was upset that a jew was going to work on him so he went to the LT COL to complain. To appease him the LT COL ordered me to see him even thought I am also Jewish but my name didn't sound Jewish.
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MSgt Marvin Kinderknecht
It is sort of like when a tire on my airplane had a bubble on the side. I told the mechanic to change it. Instead he stuck it with a knife and let air out and it looked flat. He said I fixed it. I put the airplane on a red cross!! The maintenance office came out and once he say me he said: Change the dam tire!!. I have never had a problem with anybody if I asked for advice or information. I always believed--and still do- somebody some where has the answer. I have proof of that!
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SMSgt Lawrence McCarter
My own physician as a civilian for over 35 years was a former Army Medical Officer and entered as a Major. He had told Me of one occasion where He was treating a patient and a Colonel noticed He was missing some insignia pin on His uniform He should have been wearing. He was made to leave the patient, go home and get that insignia by that Colonel. In the end He left the Army as He said Many were more interested in getting promoted than they were of practicing medicine and that is not the way He wanted to do things, He was a Doctor. He would have been promoted to Lt. Colonel but declined. It was stated to Him, You will have better quarters as a Lt. Colonel, He responded by saying I'll have better quarters as a civilian Doctor than a Lt. Colonel will. His wife, a civilian Doctor had also worked for the Army as a physician at the same post as himself. Also in His Medical office, the nurse there was a former Army Nurse and a Captain whose son also was commissioned a 2Lt as an Army nurse.
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Yes Sir!! Titles don't make a leader nor does a College Education or Degree!!! Mentors are so vital for young future leaders. A Great Leader will surround themself with capable and qualified Professionals and listen to Wise Counsel from those who are Senior and Junior to them to make informed decisions!!! Experience is an Awesome Asset to have available!!! My Humble Opinion Sir!! Doc Bradshaw
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MSgt Marvin Kinderknecht
You hit the nail on the head Doc. If President Cart had done that he would have got another term. You cannot fly when you are surrounded by buzzards.
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SGT J M Porters
I do not disagree and I also do not feel intimidated by degrees or the educated. I love Henry Ford. We need the brains to get it on paper and the muscle to get it started but most of all we need the marketers to sell it like hell to pay for it. It took me a little while to realize that I did not get her by my self. And it is nice to know that I pulled myself up by my bootstraps. However, it took someone to teach me how to tie my shoes and get that shine right!! "Sidebar" for most of you. I went to jail at least every day for three years. I was always doing something that got me in trouble or pissed someone off. It took an insightful Master SGT to see what my problem was. And that was I lack responsibility and accountability. He put me in charge of a small detail. I learn this lesson about command. Alone with command comes great responsibility. And with responsibility comes great opportunity. But also with command comes great privileges. I did not have to wake up. I was there to ensure that the troop got up. I did not just make the formation, I called formation.
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COL Mikel J. Burroughs
I've definitely worked for some leaders with "qualities" like the ones mentioned in the article.
The bad leaders who stick out to me were the ones who felt like they always had to yell and/or micromanage.
One Chief I worked for once was the epitome of "Captain Obvious." I would come to him for something, say someone outside our Chain of Command was trying to pull one of my people for some detail. I would go to him and say "Chief, here's the situation, what should we do about it?" His reply was "IT1 this is the kind of thing that you need to inform the Chain of Command about and get them involved!" To which my reply was "Why do you think I'm coming to you Chief?!?"
I've definitely worked for some leaders with "qualities" like the ones mentioned in the article.
The bad leaders who stick out to me were the ones who felt like they always had to yell and/or micromanage.
One Chief I worked for once was the epitome of "Captain Obvious." I would come to him for something, say someone outside our Chain of Command was trying to pull one of my people for some detail. I would go to him and say "Chief, here's the situation, what should we do about it?" His reply was "IT1 this is the kind of thing that you need to inform the Chain of Command about and get them involved!" To which my reply was "Why do you think I'm coming to you Chief?!?"
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SMSgt Lawrence McCarter
I did have a situation when a senior person went directly to one of My troops and had Him doing an extra detail We couldn't spare a person for and wasn't needed. When i found My troop on that task I asked what He was doing there. I took him off that detail and sent Him back to His regular duties and went directly to the person that issued that order. I said to them, if You want one of My people You come to Me and I'll tell Him, as it is this took Him from other duties where I couldn't spare him. They actually agreed with Me and it never happened again. The factor is I replaced another individual who never left the office to see what His troops were doing or how they were doing, everyone knew that including the leadership, that's why I was there. My method was to be out there and make contact at least once a day with everyone of the of the men that worked for Me on that shift then when I was a SSgt. There were times I'd even have them sit down and take a break a perform their duties. I had people I didn't even have to give orders to as they knew their jobs and did not only that but above and beyond because they wanted to. If You take care of Your people but still maintain control, back them up, show interest in them, delegate authority but don't micro-manage its amazing the result and how much easier Your own job is when You have a motivated team.
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I've run into all seven at different times, civilian & military at varying ranks and positions. It is critical to fix at the mid-level and senior ranks as they tend to control the broader umbrella below them. Senior & executive leaders that have these weaknesses create a toxic work environment that leads to problems with productivity, retention, morale, etc.
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1SG (Join to see)
SPC Douglas Bolton - Actually south of Albany but I'm sure we could make that work at some point.
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SGT J M Porters
Rule number 1 always take someone with you when you get promoted! It is hard growing eyes out the back of your head or wearing reverse sunglasses. LOL "By the way the mustache is not regulation. :)
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Since I see some of these signs the next question is how do you change it? I recently had one SNCO tell us that he sees three reasons people come in to his military. and then proceeded to say that if you joined for the first two (job security and education) you would not make it. He seemed to think that the only valid reason to join was if you joined out of tradition. Yes joining because you want to serve is a good reason but that does not mean the other reason are invalid, and sorry for the rant. I take it a bit personally when leadership stands up and says that most of you are not good enough.
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SGM Bill Frazer
I won't throw rocks at the three reasons- but think deeply for a minute. 1. Job security- in my day, if you didn't reach E5 in 8 yrs you were out. Do you want someone fighting beside you whose whole purpose is a paycheck? Will they give you a days work for a days pay? What do they consider a days work? 2. Education- it's a good reason, but are they going to concentrate on doing their job or trying to go to school every chance they get? Will they give you 110% while building the college fund or just go thru the motions. I was always in units at the tip of the spear- you had to have hard working, dedicated, hard charging folks to stand up to the ops tempo. Patriotism, Tradition, selfishness were the points we needed. I remember a lot of folks who came to the unit after AIT, who had bought the Recruiters education pitch, and wanted to know when they could start going to school. Some made the transition into warriors, others, ended up going to slower units (or being sent) where they had better chances to indulge. Just as not all folks are leaders, but many can be trained to be good ones- not all folks are warriors, and some will never make it. Bottom line- the reason for joining is not quite as important as your dedication and willingness to give 110% to the mission.
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MSgt Marvin Kinderknecht
When I joined I wanted to fly. Things worked out and I got my wish. Now, I made dam sure I was the best at my position!! OLD B-29 Flight Engineer.
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