Posted on Dec 16, 2019
How can we mitigate "Task Saturation" for NCO's and E4's in leadership roles?
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This is something I have been a victim of ever since I was made a team leader while still a specialist. Now I'm not complaining on doing my job. I take a lot of pride in being an NCO. I'm very grateful I am making a difference within my organization. But I say this for others as well that have been victim to this. It really does take its toll and burns people out and puts strain on the ones who have families with them. We have squads for a reason....not to have 1 squads leadership or a single team leader/squad leader out of the entire platoon cover down on not only their tasks but other squads tasks because their deemed reliable or dependable because the others are shitbags and can't do it right or because they are always having childcare issues or appointments. It's a serious problem within the army, and I'm curious as to ways on how to mitigate this continuing issue.
Team Leader
Platoon Sergeant
Platoon Leader
Squad Leader
Posted 5 y ago
Responses: 8
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Task saturation won't end until you talk to your boss about it. Lead upward and explain your concerns and challenges. Sounds like your boss depends on you already and should appreciate the feedback. Don't hide problems. Make your team better.
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Same way I do as an industrial engineer. You don't benchmark the high performer. They are exceptional and, by definition, most people won't match that level of performance. However, others have a standard to which to perform. Delegate around and hold people accountable. Performance management when people fail to meet the standard. Either they will meet the standard, they can't, or won't. If they can't, develop. If they won't, unfortunate.
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1SG(P) Richard Warren
Agreed, 100%. Accountability is key; both for self and for soldiers.
If I assign a soldier or leader to do a task outside of their expertise or comfort zone then I hold myself accountable for their failures and I hold them accountable (and recognize them) for their success.
I had responded to the OP prior to reading your comment, Sir, but I think we are on the same page in regard to this OP. (Tou just happened to say what I did with more grace and brevity. LOL
If I assign a soldier or leader to do a task outside of their expertise or comfort zone then I hold myself accountable for their failures and I hold them accountable (and recognize them) for their success.
I had responded to the OP prior to reading your comment, Sir, but I think we are on the same page in regard to this OP. (Tou just happened to say what I did with more grace and brevity. LOL
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1LT Christopher Gonzales
1SG(P) Richard Warren You added something I missed. Leaders cannot get rid of their responsibility to develop others. And when they fail to develop they are failing no matter what indicator we use.
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We cannot assume that everyone has the same initiative and knowledge in the Army. As leaders we have to mentor our subordinates and in many cases our peers. This so called shitbags, will continue to be ones, unless they get the help that they need.
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