How do I get soldiers of higher rank than myself to listen to me when assigned to a detail that I am in charge of?

2015-07-08T15:22:52-04:00

I currently work for an office which is in charge of setting up events for the division. I have run into a problem with a lot of people of higher rank not wanting to listen to me or second guessing me when they are assigned to a detail that I am in charge of. This will often continue even after I get my supervisor involved. Is there a way that I can handle this at my level with these people, or is getting my boss and hoping for the best my only real option.

Response by CPT Private RallyPoint Member made Jul 8 at 2015 3:43 PM

2015-07-08T15:43:22-04:00

This is wrong are several levels. First, it is not ideal to assign a junior soldier to be in charge of a detail in which there are soldiers that out rank them. It is often see as insulting to the senior person. It is difficult to say "Hey SGT, go with SPC XWY for a detail. He is in charge and you have to listen to him." It goes against the common military logic. Next, I am not saying this with any disrespect to you but how is a SPC in charge of an NCO. Are the NCOs incapable of leading the detail? In the instances were I have seen a soldier assigned where their leader was of a lesser rank were due to a lack of knowledge in that area and then when this occurred as a duty assignment they were counseled on the situation. There is no way to handle this really. As I stated it is odd for this to happen in a detail. Hopefully you would have NCOs that realize you may be the SME and listen to you.

Can you provide some more information as to what these details are or what they consist of?

Response by 1SG Private RallyPoint Member made Jul 8 at 2015 3:46 PM

2015-07-08T15:46:55-04:00

Take the high road and be tactful and professional above all other things. Work needs to get done. They know it and you know it. Them being tools to you is just a game to them.

Response by COL Jean (John) F. B. made Jul 8 at 2015 4:11 PM

2015-07-08T16:11:24-04:00

SGT Private RallyPoint Member - Sounds like you work in the Protocol Office or something. Regardless, it also sounds like your office is tasked with coordinating support for events and rely on detailed troops to accomplish the required tasks.

The problem appears to me to be your understanding of who is in charge. The OIC/NCOIC of the detail is in charge of the work that detail does, while you are responsible for ensuring they are providing the support required. The support request should dictate that a supervisor will be provided with the detail (although that is a no-brainer for any unit sending support troops). Your coordination should be with that supervisor and, if you have problems with him/her, it should be brought up to your chain of command to deal with. If, as you state, it occurs even after getting your supervisor involved, let him/her know about that. You should not be put in a position where this is a problem, however, if everyone understands his/her authority and responsibility, problems such as you describe should not exist.

I have provided support troops to a great many activities. They work for the supervisors I send with them, and nobody else. Having said that, I expect that supervisor to do his/her best to accomplish the task IAW the desires of the person/office we are supporting.

Response by SGT Private RallyPoint Member made Jul 8 at 2015 4:40 PM

2015-07-08T16:40:06-04:00

When I was on active duty, the platoon sergeant (E-7) would often task me with getting the getting the unit ready for an airborne operation -- making sure all the equipment was issued and that PCIs/PCCs were done. And, I had a lot of squad leaders (E-6s) who had to execute. As the RTO (E-4), the squad leaders didn't really have to listen to me . . . . Over the years as I've worked in company, battalion, and brigade TOCs, the same situation has come up again and again. I didn't have the rank to give an order. Yet, I needed to ensure certain things were done.

What I found very early on was that a dry erase board was my most potent tool. If you're "in charge" of something, you don't necessarily need to give orders to people who outrank you. You just have to write the tasks that need to be performed on a status board and simply indicate complete/incomplete with red and green colors. It's amazing how quickly people carry out tasks without ever being told to do so just to change the colors under their name on the status board from red to green.

You can adopt the same principle through powerpoint slides and email. Develop the tracker and send it out and then denote progress as things get done. I think you'll find that people who wouldn't do things you asked will suddenly do them without being asked simply because it's on a tracker. And, if they fail to do so, your superior can see the issue and address it directly.

Response by PO2 Skip Kirkwood made Jul 8 at 2015 6:04 PM

2015-07-08T18:04:19-04:00

My view, your boss is putting you in a difficult to impossible position. If the assignment involves leading/commanding/providing direction to others, a person of appropriate rank should be so assigned. To do otherwise violates common sense as well as basic military leadership principles.

Response by SGM Mikel Dawson made Jul 8 at 2015 9:49 PM

2015-07-08T21:49:43-04:00

Look for the most senior of the group, pull him/her aside and give this person a mission brief and put this person in charge, to include a written list of tasks to complete so they can be check off when done. This way you're using the chain of command and making this person feel like he/she is doing a leader's job. You'll find this works pretty well.

Response by SSG John Jensen made Jul 9 at 2015 2:27 AM

2015-07-09T02:27:20-04:00

I met a Vietnam Vet a coupla years ago that was Gun crew leader on a Howitzer as a PFC (Marine), he would keep getting dragged away on details even though his duty position was on the gun tube, so his command double-pinned him, PFC on one collar SSG on the other, when he left Vietnam he was a CPL/SSG, he said it would have been an interesting experiment to stay in for another tour.

Response by Sgt Matt Koeneman made Jul 9 at 2015 5:10 AM

2015-07-09T05:10:14-04:00

Remind them that billet out weighs rank.

Response by 1LT Private RallyPoint Member made Jul 10 at 2015 12:01 AM

2015-07-10T00:01:02-04:00

Use good people skills and persuasion just like you would in any situation. Explain what you've been charged with and be firm but respectful. If someone in your detail tells you to pound sand through your best efforts, just report it to the guy who assigned you to head the detail. There's only so much you can do in that situation, and if you've tried your best within the limits that your rank allows, you can't really be held to fault. In any case, a junior enlisted guy should never be in charge of people senior in rank to him. It's kind of backwards.

Response by MSG Reid Zohfeld made Jul 14 at 2015 1:09 PM

2015-07-14T13:09:51-04:00

I have been in your shoes before. The first thing you must have is a plan to succeed in your assignment. Second your supervisor should be there when the detail arrives indicating that you will be the go to person if questions arises. Third you must have the command voice that will get the attention of the soldiers assigned.
There will be always those who do not think they have to listen, that's when you contact your supervisor.
Always remember that one day you might be the one who has to work for a lower rank and give them your full support.

Response by LTC Private RallyPoint Member made Jul 14 at 2015 1:47 PM

2015-07-14T13:47:06-04:00

Having been on the medical side, I saw this a lot. You have a LOT of officers and often an NCO is in charge of the tasker. The times I heard someone push back, the best answers were along the lines of this: "Sir/ma'am, I hear you loud and clear and I appreciate your input. (Name of supervisor) put me in charge of this detail/task and I've got to get it done by (time). This is how I mapped it out. Here is your part of it. I know you will do your best and help us get this done in time. Thank you for your cooperation. If you have any concerns, please feel free to talk to (supervisor) but the sooner we get this done, the sooner you can get back to your other duties." Said with a polite tone of voice, slight smile and sincerity, it was extremely effective. Most of my fellow officers didn't want to waste the effort to hunt someone down when they could just do the job and be done with it.

Response by SGT Drue Rockwell made Jul 14 at 2015 2:06 PM

2015-07-14T14:06:06-04:00

If it's actually a detail, by reg, NCOs can't be on it...if you are in charge of other specialists and below, it's all kosher, but otherwise it's a no go. If it's not a detail, there may be more room for maneuver.

Response by SGT Private RallyPoint Member made Jul 14 at 2015 3:35 PM

2015-07-14T15:35:57-04:00

Report it the the opps CSM, he should have put that details together.

Response by LTC Private RallyPoint Member made Jul 14 at 2015 3:58 PM

2015-07-14T15:58:37-04:00

There is two separate types of authority here. The first being authority of rank. All of us must respect Soldiers who have obtained higher rank and respectfully listen to their input. However the second type of authority is position or command authority. As a BN Commander and a LTC I still must differ and answer to staff officers at the BDE level who are many times junior to me. This is not an act of subordination, but an act of respect for the position and an understanding that they also have a job to do. My advice is to state it simply. ""SGT while we could all learn from your experience this is my class to give and I take it seriously. Thank you for your support in accomplishing the training." The higher ranking NCO should defer for the common good. If they do not go to the 1SG and state your case.

Response by Capt Private RallyPoint Member made Jul 14 at 2015 4:03 PM

2015-07-14T16:03:16-04:00

This is a great opportunity for real world experience for your time after the military, or while serving in the Guard/Reserve. Most of the world does not offer a nice, neat list of who is in charge. True leadership can achieve goals without a command structure, relying on a shared vision instead.

If enlisting the help of your supervisor does not help, you are lacking sufficient buy-in, i.e. "Why should I care about this project?". If you can't get someone to buy in, you probably want to replace them on the team, if you have the opportunity to do so. If the end result is important to everyone on the team, ask everyone to find a task--preferably that complements their skill set--a let them see how their actions help (or hinder) the outcome. The key is find out how to make the outcome fun or important to each member of the team. Will it reflect positively on them or your group as a whole? Will they get to work with a friend or someone who could be a possible mentor? If not you will need to be a little creative, and find a way to make a tedious project fun. Sometimes making someone care without rank can be difficult, but if you get good at that, you can probably succeed in most things in life--military, civilian, parenting, etc.

Good luck!

Response by MAJ Ken Landgren made Jul 14 at 2015 4:06 PM

2015-07-14T16:06:58-04:00

Do you have an SOP for event setups? This is according to G-1 SOP and you can always contact them.

Response by WO1 Private RallyPoint Member made Jul 14 at 2015 4:23 PM

2015-07-14T16:23:27-04:00

This is a leadership challenge you will face at all levels, at all ranks, and with all types of Soldiers in your future regardless of the ranks you are talking to. The truest answer is that you need to be clear, concise, and forceful to accomplish your task at hand - some people have that natural leadership and ability to lead, some need to work at it. I feel like going up the chain, citing regulations, and citing the rules on rank sometimes means you have to hide behind something and the worst types feed on these things. As some stated above, you just gotta be the guy that says, "Hey, let's get this done!".

Response by SFC Private RallyPoint Member made Jul 14 at 2015 4:30 PM

2015-07-14T16:30:01-04:00

SPC Erwin we are in an organization of seniority and politics. The higher and more seasoned a soldier is the more that individual is paid attention to. It's part of military society and how it runs on any battlefield. There are many organizations that allow all individuals to voice their opinions; the Army is not one of them.

Response by SGT Private RallyPoint Member made Jul 14 at 2015 4:34 PM

2015-07-14T16:34:02-04:00

Tact.

Response by MAJ Private RallyPoint Member made Jul 14 at 2015 5:06 PM

2015-07-14T17:06:23-04:00

If I may suggest, SGT Private RallyPoint Member, consider that by casting yourself "in charge" of the setup you may be actually misunderstanding your role. The OIC/NCOIC of the detail is tasked with the setup; your job is to be the subject-matter expert, not the boss of the detail. Remind yourself that your job is to clearly convey the task/purpose/standard of the detail as set out by the tasking that has you all there, and that as the SME you will also be the one to validate proper completion/compliance. You can suggest how things ought to be done or ways that you know from experience things can be done better/easier, but ultimately getting it done is the detail's function.

Definitely focus on tact in your interactions, especially with the OIC/NCOIC of the actual detail. "Sir/Ma'am/Sergeant, I'm here on behalf of [insert office- S3 perhaps?] to make sure that any questions you have on completing this mission are answered. I help with these set-ups every day, and am familiar with the expectations for how this is supposed to be. I've prepared a few notes that may be useful, if you have a moment." You'll be impressed how far something like that can take you.

Response by SSG Thomas Frederick made Jul 14 at 2015 5:24 PM

2015-07-14T17:24:15-04:00

Well obviously you're not a grunt. So I'll break it down Barney style. You're in charge no fn discussion do what you're told or we'll discuss the "chain of command" that's the chain I'll beat you with if you don't understand I'M IN COMMAND! You run that shit like you own it. Cause you do...

Response by COL Thom Brooks made Jul 14 at 2015 5:40 PM

2015-07-14T17:40:57-04:00

SPC Erwin, you are not the first Soldier that has had to deal with this. I would merely say this: make sure that the approach you take with those very Soldiers is always very respectful. Focus on your mission as the leader and monitor how you engage in those that you want to follow you? If you feel confident that you have truly done your best to avoid being "unprofessional" and overly demanding, then your Senior Command should, at that point, get involved. If everyone feels that they are part of a team and need to get a task done, and they trust you to guide them in that direction, I suspect you will get a better response than you have up to this point. Most importantly, don't get up. You are a Soldier and you deserve respect. V/r COL Brooks

Response by CPT Private RallyPoint Member made Jul 14 at 2015 5:58 PM

2015-07-14T17:58:46-04:00

I was an enlisted for seven years prior to switching over to commissioned officer, I do understand where you are coming from. When it's really hard to task someone specially of higher rank, what you need is to put the tasking in some sort of Operations Order. Working in the Division Protocol is really difficult due to higher volume of senior ranking personnel. Get your NCOIC or OIC to assist you in creating an Operations Order, I'm sure those higher ranking personnel will not be able to say no to that tasking. Also, get some assistance from your BN S3 for examples of OPORD.

Response by Maj Private RallyPoint Member made Jul 14 at 2015 6:51 PM

2015-07-14T18:51:39-04:00

For a division level event to be run by a specialist (no disrespect) something went horribly wrong.
I have to assume that for some reason your leadership knows something I don't about your background or capabilities to make that decision. I also have to assume that you keep a healthy sense of introspection and thus you know to listen to suggestions (the second guessing you refer to). At any rate, that is not a situation you can resolve on your own, for in addition to rank you likely lack intrinsic authority (you know, the ability to have others listen to you regardless of your rank. Sound familiar?) based on experience, recognition, reputation, etc.

At any rate, you need to have the NCOIC instruct the details that you are in charge, to be listened to, and that on all questions pertaining to the detail you have the final authority since you are also the one accountable.
After that, I would say the other ideas presented are good ideas. Getting tasks on paper and sending sitreps onwards is good, and I would add skyline *early* any troublemakers. E.g. Task 1 not on track to completion--SGT Schmuckatelli in charge of Task 1.
Then standby for leadership to ask questions!

Response by SSG Private RallyPoint Member made Jul 14 at 2015 6:55 PM

2015-07-14T18:55:36-04:00

Let the troups know that you are under orders from your Superior and that any orders that you give are coming straight from your superior. Just politely let them know that they are not disobeying your orders, but that they are disobeying orders from your superior.

Response by MCPO Private RallyPoint Member made Jul 14 at 2015 8:38 PM

2015-07-14T20:38:55-04:00

In my experience, the best method is to humbly remind everyone that if you work as a team to accomplish the mission at hand then you will be able to reap the rewards quicker as a team. If you go right in trying to be large and in charge, you're naturally going to rub folks the wrong way. Get the motivated folks to assist in motivating the unmotivated folks by example. Don't make it about you. It's not about you. Make it about the team accomplishing whatever needs to be accomplished.

Response by CPT Private RallyPoint Member made Jul 14 at 2015 8:50 PM

2015-07-14T20:50:28-04:00

SPC Justin Erwin,
Your question reminded me of when I first took command. I was a 1LT appointed as a HHC commander. as the CDR, I was the lowest ranking officer in my company. What I can tell you is that it is going to take a lot of rapport building, negotiations, tact and personal courage. Always try to resolve things at the lowest level if possible. You have to identify who is the power broker in your group although you are in charge, you may not be the power broker if you can identify who the power broker is, then develop some negotiations skills and get that a buy in from that individual. It is very difficult to lead Soldiers when you don't have the rank but like my BC told me, if you can successful lead them without the influence of rank you will end up being an efficient and successful leader. Don't give up remember that you were appointed because your superior saw something in you and has a lot of confidence in you. Good luck

Response by 1SG Private RallyPoint Member made Jul 14 at 2015 9:34 PM

2015-07-14T21:34:06-04:00

One approach is to allow the "higher" ranking folks to think the the SOP are part or mostly thier ideas. If they buy in on what you want to have happen then they will be more for it than if you come up with the plan of action on your own. Buy in for higher and lower ranking is a key part.

Appeal to everyone and allow them to have a stock into it.

Response by 1LT Private RallyPoint Member made Jul 14 at 2015 9:40 PM

2015-07-14T21:40:26-04:00

Know your leadership. Depending on the personality you may have to pull them aside and be very diplomatic away from everyone else or you may have to make them think that what you are telling them is their idea.

Response by SSG Private RallyPoint Member made Jul 14 at 2015 9:51 PM

2015-07-14T21:51:24-04:00

In my experience, before I was an NCO, you have to realize it's all about your attitude. I saw another response about having a tasking board or bringing in a senior person, which are both excellent ideas, but what you have to understand as well is that any position as the one you find yourself in should be used to display your leadership potential. Sometimes that means getting the job done by straight up telling people what to do. To do that you need to be tactful and respectful always for their higher rank, but your bread and butter comes from knowing your job. When you are knowledgeable about what you are in charge of then you can assert yourself and the authority of which you've been entrusted with. Because if you think about it you were most likely delegated this responsibility by someone higher than those you are trying to get to do the tasks that need to be done. So with tact learn to assert yourself by telling them face to face what you need them to do to support the overall mission at hand. One thing I dislike is that people will silently have troubles with higher ranking individuals, but they don't try and have a discussion about it. Be tactful and if need be request a discussion and lay out the problems you are having. If they are disrespectful or deaf to your reasoning after that, then you are dealing with an unhelpful individual who lacks the care and responsibility of the rank they are entrusted with, and frankly I would much rather do the job myself or find someone else to do it anyways. But your attitude is going to dictate how you are received by your peers, subordinates, and your higher. So take a tactful initiative and assert yourself and confront problems with indoviduals directly, while at all times maintaining the respect for that individual's rank.

Response by 1SG Private RallyPoint Member made Jul 14 at 2015 10:36 PM

2015-07-14T22:36:37-04:00

This is really a matter of professionalism.....any NCO who understands how to "move out," and what it takes for the unit to meet movement time hacks will understand that a lower ranking Soldier sent to perform checks is an extension of the leadership. Granted-if your check can wait, then you need to allow the NCO some latitude. If it can't--say so. If the NCO can't / won't comply, move on to the next team and when you get back with an incomplete report-tell them why. Don't make it a pi$$ing contest. Don't become unprofessional. It is incumbent upon that leader to own and understand that communication, and the intent behind that communication. If that team leader doesn't get it, there will be an activating event in the near future to assist that NCO.

Response by SFC Private RallyPoint Member made Jul 14 at 2015 10:52 PM

2015-07-14T22:52:02-04:00

Good question. This will always be an issue to a certain extent because of human nature and the pervading military attitude and emphasis on rank. With that in mind, it helps to accept that some people with more rank simply chafe at being led or directed to do something by those of "inferior" stature. Therefore, my advice is straight forward - be prepared, informed, and assertive. These qualities will give you confidence and practically demand that others follow your lead. No matter what the detail, briefing, or situation is, having knowledge and the ability to express yourself will win out.

Response by LCpl Private RallyPoint Member made Jul 14 at 2015 11:04 PM

2015-07-14T23:04:59-04:00

Doesn't a Duty NCO in the Corps have the same issue? Doesn't the CQ in the Army have the same problem? I see two issues. The first being if they are NOT assigned to your detail and the seconf being if they ARE assigned to your detail.
If they are assigned to you, then you are the NCOIC and have the authority to give orders, not ask. I woujld approach the highest ranking person who doesn't listen and pull them aside and say, "With all due respect, I know you outrank me but I have a responsibility as the NCOIC. If I was in your detail I would wait and follow your lead. Can I get the same respect from you and maybe your assistance with getting the others to follow.\? What can he/she say? If not, you have the authority after that to compel him/her. Make sure you are right, make sure this isn't just ego. As for those who outrank you NOT assigned to detail, you'll have to provide more info. Are you asking an E-6 or E-7 to do something he/she has been doing for a few years.
What do you mean "supervisor" a civilian? If not, do they outrank those in your detail? Is this a learning experience for you as well b y seeing another way, possibly a more efficient way but you want it done YOUR way? Need to kow more.

Response by Sgt Enock Dumarsais made Jul 14 at 2015 11:35 PM

2015-07-14T23:35:43-04:00

billet over rank, you must be tactful whenever you are in charge due to your billet not your rank, my advice for you, is to get your officer in charge to issue you the letter of your billet, and have a copy on your work place, whatever the assignment, it was issue by someone who believes in you. key word be tactful, it work in the Marines.

Response by SFC Private RallyPoint Member made Jul 15 at 2015 5:57 AM

2015-07-15T05:57:04-04:00

Getting a supervisor involved will only inflame the situation. Try tactfully speaking to the individual one on one and for lack of a better way to put it, involve and seek advise. Don't be afraid to allow them to think that their input is what you are seeking and you will earn their respect in the process.

Response by LTC Private RallyPoint Member made Jul 15 at 2015 6:48 AM

2015-07-15T06:48:56-04:00

Be polite, talk privately and never, never, never say "Sir, the is NCO business."

Response by SFC Kenneth Hunnell made Jul 15 at 2015 10:00 AM

2015-07-15T10:00:38-04:00

First thing, You made the mistake of complaining. You should have done your job.doing your job would have shown others that you know your job. I am sure at first, they were trying to help you. You should have kept an open mind. Learn from experience. Good luck

Response by 2LT Private RallyPoint Member made Jul 15 at 2015 3:41 PM

2015-07-15T15:41:50-04:00

Have you tried using phrases, such as "as per SOP (or OIC/NOIC instructions) X has to be accomplished by Y deadline" or "as I observed, X was in violation of SOP (OIC/NOIC instructions) and Y has to be accomplished instead" ? As long as everything you have to say sounds like it comes not directly from you, but from some authority that outranks general population in your group.
Good luck! Also AKO has plenty of tools that teach negotiation techniques (e-learning and 24X7 books).

Response by MAJ Gregory M. made Jul 15 at 2015 8:46 PM

2015-07-15T20:46:47-04:00

This is a really good question, and an opportunity that will be great preparation for leadership in the civilian world some day as well. Outside of the military, it is fairly common to have greater responsibility than authority, and many organizations view this as where leadership skills shine over management skills. The key is to get people to want to help you get it done, when you can't tell them what to do.

A few things to look at:
1) Own the task - make sure people know that you are the one who is going to get this task done. If others perceive that you are the one who knows what's going on, are competent, driven, and getting things done, they will want to help you, regardless of rank.
2) Show up prepared. If you have a plan, if you've already coordinated resources, reached out to people who need contacting, and show up with a schedule and pre-coordinated hard times, people will buy into the plan regardless of your rank.
3) Find a sponsor - someone of senior rank who has your back, who will make sure people know you are the one to listen to.
The bottom line is, if you act like you know what you're doing, a lot of folks will be willing to follow your lead, regardless of your rank.

Response by MSgt Private RallyPoint Member made Jul 16 at 2015 10:37 AM

2015-07-16T10:37:29-04:00

I don't know the details of your situation but off the top of my head, somehow you need to lead them in a way they don't feel led or bossed (and always observe customs and courtesies well). This is kind of an art but the idea is that you facilitate their ownership and their trust in you. If you hadn't yet, perhaps you might try leading them through questions that convey sincere interest in their input. Their second-guessing might actually be their "raw" method of providing input, and can lead to synergy in your project (s).

You might also take a look at yourself. Are you letting them get to you? Are you willing to accept their input? Do you have an open mind and are you willing to think outside the box? Might you look at their input and responses in a different light, such as simply wanting to provide input? Perhaps you are not willing to accept their ideas and would simply like them to give you their blessings for your ideas?

Perhaps try executing a process, like a brain-storming process where you let go of your ideas and enter data collection mode. Convince yourself "I don't care about my ideas - I just want the best plan." Once you've collected all their ideas, get them together and list all the ideas out including yours (but don’t assign names to them). Facilitate the group to making the best choices. Let them see you in a role where you are a conduit for their ideas and their valued belonging in your project(s). Summarize the plan and e-mail it out, presenting it as their plan. You might read a summary on the Harvard Negotiation Project (work to get all parties on the same side of the table, and the problem on the other side - facilitate them working together).
If they second guess you during a detail, thank them for their input and note it for future events. My guess is that if they are involved from the beginning believing they have ownership, they will relinquish accountability to the group's decision, and they should fully support you noting it for future events.
So I'm suggesting you look at this from a different perspective. Let them feel like they are a genuine part of your efforts. The bigger win for you is being able to facilitate people in higher ranking positions. This is a very valuable skill and you will be noticed for it. Forget about having total control over your project. Make it their project and focus on the best outcomes.

Other material I’d highly recommend for the long term is: "Dale Carnegie How to Win Friends and Influence People", "Crucial Conversations", and "7 Habits of Highly Effective People". Each of these books have stories that if you could only read the stories, you might find the new perspective I speak of.

Let us know how it goes!

Response by CSM Christopher St. Cyr made Jul 16 at 2015 8:41 PM

2015-07-16T20:41:01-04:00

Tact is important. Remind them you are the messenger. Leadership is about influence so develop your skills. Having said that, it is important to document your interactions with others. If you have a conversation with the other about tasks related to the project, follow up with an email citing your understanding of what the task was and their response to it. Then if things are not completed to standard and you have to pull your boss into the fray, you can document what really happened. ONLY drag your boss into the problem when you really hit a brick wall. I've know of a couple CPTs that had to stand in front of the BC because they did not complete taskings from junior Soldiers working for the CDR. In one case the CPT jacked up the BDE CSM when he expressed his dissatisfaction of the cleanliness of an AO. In the other a Warrant expressed concerns about some maintenance issues in the company. I warned both it was probably a bad idea because even though those Soldiers were not in command, they represented the commander. I advised that even if what they are saying is completely bone headed they would have been better off addressing the issue with the CDR instead of jacking up the CSM or the Chief. Same applies to you, if they don't do what you tell them needs to be done, and you have provided appropriate purpose, direction and motivation, AND you have documented your efforts, then they will have to explain to the CDR why they blew off his or her duly appointed representative.

Response by MSG Julia Moore made Jul 16 at 2015 9:21 PM

2015-07-16T21:21:08-04:00

BLUF: It comes down to credibility. You need to get "smart" on all things "military event set-up." If they are having to correct you during your charge, then you haven't earned your credibility yet. You need to be the SME! And the only way to do that is to ALWAYS be one step ahead of them. Anticipate their concerns and know your job forwards & backwards! Have a battle buddy check your work so you have another perspective. Ask them to be honest with you & tell you when & what you've screwed up before the higher-ups walk in the door. Always be ready to go the day/evening prior. Walk the event in your mind & physically. If there is a program, read through the program from the audience's eyes and identify the errors. When you're ahead of them...you'll have your credibility AND their respect!
Good luck,
SFC(P) Moore

Response by SGT Private RallyPoint Member made Jul 21 at 2015 12:00 AM

2015-07-21T00:00:22-04:00

Make sure you have very clear left amd right l8mits as to what your authority/responsibility cover with regards to the task at hand. Then, do not let anyone confuse your rank with your authority. You own it and no one will question it. You try to play the diplomat and leave wiggle room amd you will get bowled over all the time.

Response by CPO Private RallyPoint Member made Jul 21 at 2015 9:11 PM

2015-07-21T21:11:53-04:00

Sgt P's response is a very good tool. Everyone loves to take credit for good work and pass the buck when things don't work out. But when posting a job status on the board, people can see that you are looking into getting it done and they will also know who is slowing you down and what rank they are. If needed, usually, good leaders will get involved of their own accord and address the issue behind closed doors. Then you are not the one burning bridges, but you are still getting the job done, and with a much decreased stress level to yourself.

Response by SSG Private RallyPoint Member made Jul 22 at 2015 1:27 AM

2015-07-22T01:27:57-04:00

Aside from tact, your Chain of Command is failing you.

Response by SSgt Private RallyPoint Member made Jul 22 at 2015 1:35 AM

2015-07-22T01:35:19-04:00

A cattle prod.. The only advice I have is keep track of the names. I sounds stupid at first but when they do not show up to the events it is on them.

Response by SPC Tony Bucaro made Jul 22 at 2015 11:33 AM

2015-07-22T11:33:39-04:00

To be honest you should have a talk with your boss. You should tell him that he needs to brief the group when they first arrive to the detail and tell them that you are incharge. This will let everyone know that they are to listen and take orders from you. That is what I would do.

Response by Sgt Bryan Jones made Aug 1 at 2015 2:11 AM

2015-08-01T02:11:52-04:00

I had this problem come up a few times as a welding chief of a maintenance unit. I would have to have platoons of vehicles moved and I needed higher ranking people to tell them to get their trucks moved until my Gunny came to me and said "your billet is higher than their rank, if you don't have the rank to complete a job make them respect the billet to which you are assigned." I replied "good to go Gunny. Now get your trucks to my shop for their mods to be put on." Never had another marine of any rank disobey my order while serving as welding shop chief.

Response by MAJ Ken Landgren made Aug 8 at 2015 4:39 PM

2015-08-08T16:39:33-04:00

You need support of your 1SG and CPT.

Response by SGT Private RallyPoint Member made Aug 9 at 2015 10:05 PM

2015-08-09T22:05:29-04:00

Keep the mission in focus, not who has authority. Learn to have a command presence. As a specialist, I've walked into a room to inquire about a certain item, and simply because of my voice, posture, and presence, another specialist stood at parade rest for me. He wasn't looking at my rank, he was looking at how I acted in regards to my mission. If you have to say you're in charge, you're probably not actually in charge. Keep the mission and task at the top of your priorities, and things will change.

Response by LTC Private RallyPoint Member made May 31 at 2016 3:18 PM

2016-05-31T15:18:30-04:00

It's like herding cats. I had the same issue when I was HHC commander for a reserve BN on active duty. Try getting a MAJ or LTC to take an APFT when you are a 1LT. The best way I found to deal with it was keep running status on a powerpoint that I presented each week during the Group CDR's update brief. Amazing how cooperative higher ranking individuals become when their name appears in big bold red font as "delinquent" in front of the old man.