Posted on Oct 6, 2016
How do you handle an individual/section or unit with a known integrity problem?
14.2K
171
87
21
21
0
I believe with soul that if you fail to enforce standards, you create a new standard.....you don't walk by a problem and turn your head - you take immediate action to correct the stoppage!
Why is it so damned hard for people to call the shot and get them back on track doing the right thing? What's your experience and how did you fix it (other than crushing nuts)?
Why is it so damned hard for people to call the shot and get them back on track doing the right thing? What's your experience and how did you fix it (other than crushing nuts)?
Integrity
Values
Edited >1 y ago
Posted >1 y ago
Responses: 45
CSM, you probably have as much experience with this as I do, but here is my two cents.
There are often a few key leaders that perpetuate, and therefore exacerbate the problem. You have to get rid of their behavior (either by rapidly changing them or by removing them, more likely the latter). Unfortunately that is really hard to do in a government organization, and is why I believe places like the VA have such a major problem. When you remove leadership and call them out for a serious problem, it creates the space needed to address problems. People have to understand that change is serious, and they need to get on board and can't just ride it out.
There are often a few key leaders that perpetuate, and therefore exacerbate the problem. You have to get rid of their behavior (either by rapidly changing them or by removing them, more likely the latter). Unfortunately that is really hard to do in a government organization, and is why I believe places like the VA have such a major problem. When you remove leadership and call them out for a serious problem, it creates the space needed to address problems. People have to understand that change is serious, and they need to get on board and can't just ride it out.
(23)
(0)
SSgt Robert Rowland
I learned to ride it out suck it up hunker down in my own little mental hanger....or bunker ..... The squeeking wheel gets the grease and i knew which orifice gets the grease. Yeah i got out after 12 years Airborne Cryptologic Linguist/Linguist Interrogator. ....... So i joined a police dept for more of the same then corporate security. Glutton for punishment but it's a living. Loved that Air Force job though. Wish i could fly on just one more SAC mission. Ooops there's no SAC anymore!)
(1)
(0)
SFC (Join to see)
In my full-time work, one aspect we focus on when a problem is reported is the "tone at the top," which is precisely what you speak of. Often it is exactly as you say, sir, and the problems within an organization are due to key leaders and their attitudes.
(1)
(0)
12
12
0
I believe when you ignore a problem you endorse a problem. This failure of leadership gives the offenders the notion that you approve of their methods. Of all the character traits that make an effective team or leader integrity is right up there. If you can't trust someone with little integrity issues how are you supposed to trust them with the larger things. Meet the issue straight on before it becomes cancerous. Get the support of others to make your point. Do not allow it to fester or it could ultimately call your integrity into question. "So and so knew I did this and he did not have an issue with it"
(12)
(0)
12
12
0
You provide immediate decisive and unquestionable corrective action -- either the individual or section steps up their game and meets the standards or you see that they are no longer involved in the game.
(12)
(0)
Read This Next
Continue with Facebook 
Continue with Google