How can we mitigate "Task Saturation" for NCO's and E4's in leadership roles?

2019-12-16T11:39:54-05:00

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.

Response by SGM Private RallyPoint Member made Dec 16 at 2019 11:45 AM

2019-12-16T11:45:22-05:00

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.

Response by LTC Steve Mannell made Dec 16 at 2019 11:54 AM

2019-12-16T11:54:06-05:00

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.

Response by LTC Private RallyPoint Member made Dec 16 at 2019 12:33 PM

2019-12-16T12:33:17-05:00

What LTC Mannell said....also, ensure you approach your Senior NCO with tact and let them know you appreciate their confidence in you. As you move up in rank, let this time be a reminder so that you will manage and counsel your subordinates appropriately.

Response by 1LT Christopher Gonzales made Dec 16 at 2019 1:13 PM

2019-12-16T13:13:30-05:00

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.

Response by 1SG Private RallyPoint Member made Dec 16 at 2019 3:41 PM

2019-12-16T15:41:56-05:00

Talk with your company CoC. Try to establish a Red, Amber, Green cycle within the company. Unless your Bn is on red cycle it should protect a complete platoon to go out and do training. Also keep a troop to task, it shows what everyone is doing at a given period so you can fight being overtasked and show why you cant complete tasks within time frame provided.
These are only mitigating techniques, only way to get rid of them completely is go to Ranger Regiment or another cool guy unit that isnt tasked with having a guy hand out towels at the gym.

Response by SSG George Holtje made Dec 16 at 2019 7:34 PM

2019-12-16T19:34:44-05:00

In my opinion based on days when I was the only reliable one and days when I was a real turd(these opinions were mainly based on run times and the Good Ole Boy butt kissin system) it falls on you Mr Reliable to grab your ‘self’ and tell those higher that everybody has something to bring to the fight and just because someone stepped on their ‘self’ doesn’t make them completely unreliable. Some may prove to be reliable if challenged with a task and allowed to do it without interruptions and degradation.

Response by SFC(P) Richard Warren made Jan 4 at 2020 1:44 PM

2020-01-04T13:44:53-05:00

I have been on the receiving end of task saturation and on the giving end. Any sort of assignments involving ranges, weapons / field training, or instructing generally falls on me because I'm one of the few Infantrymen in the Reserve. My units tend to take advantage of my knowledge and expertise (as they should).

I try to delegate what I can. Not just to ease my burden, but also to share knowledge and experience amongst the younger soldiers and leaders.

Luckily, I currently have 3 knowledge seeking NCOs and an eager-to-learn PFC.

IT IS GLORIOUS.

Having soldiers that WANT to learn more than they currently need to know is awesome, but that hasn't always been the case. In the past, I would assign them tasks that they didn't necessarily want to do, just so they could learn and experience.

I tend to find that the ones who don't volunteer are in a comfort zone and are reluctant to venture out of it for fear of failure rather than laziness, so I assured them that any failures in their assigned tasks fall solely on me and don't reflect, necessarily, on them as long as an effort to succeed was put in.

When their fear of failure subsides they tend to succeed, gain confidence, and are more willing to step up in the future.

Basically, I force tasks on people who may fail in those tasks rather than relying solely on those which I know are competent. (Geanted, I usually have them teamed with a mentor or have a backup plan in place. I'm not a micromanager at all, but I'm also not stupid ;) )

Response by SFC Private RallyPoint Member made Jul 18 at 2023 6:00 AM

2023-07-18T06:00:12-04:00

Lots of good responses in this thread. I would counter with this: what if the CoC or NCO Support Channel simply doesn't care if the problem gets resolved? What if their response is "that's the way we do it here"? The current recruiting crisis is being felt Army-wide and we're being asked to do even more with less. A company may have 100 people on the books, but if they're all being asked to do the jobs of 150 people month after month and year after year, that would seem like an institutional issue and there's no recourse for that. I'm seeing that across the formations. Big Army is saying "more more more" and that's being echoed down the chain of command. Officers and enlisted are both feeling it. For example, First Army has an incredibly high OPTEMPO because of their mission. That's not their fault; when they are given an order by DA, they have to make it happen. But DA doesn't have a clear understanding what the lower echelons are experiencing. Somewhere along the chain, critical information is not being passed along and company, battalion and brigade commanders are having to make "bricks without straw". It's simply unsustainable in a time when civilian jobs are at a premium and recruiting new talent is at it's lowest point since the mid-to-late 70's.