How do you motivate subordinates when you have personal doubts regarding a mission?

2013-09-18T14:20:20-04:00

Everyone has been there - a mission or task you are not a fan of. However, many of us know that the job still has to get done, even if we do not like it. What are some lessons you have learned about "pushing through the discomfort" and pressing on to the objective?

Response by CPT Aaron Kletzing made Sep 18 at 2013 4:32 PM

2013-09-18T16:32:45-04:00

I like this question, since it's so common to deal with. Actually, the first response that came to my mind was something you SHOULDN'T do in this situation. If you want to keep your guys motivated, you should never say, "This mission sucks and it's some higher-up's dumb idea, so let's just do it." Doing this just creates resentment up and down the chain of command, when you and your guys may not have full visibility on the big picture. I suppose there are arguments against my point, but just my perspective.

Response by MSgt Ryan Tanner made Sep 18 at 2013 7:37 PM

2013-09-18T19:37:30-04:00

A lot of people like to tease about the Air Force coddling its troops, however I'm in a career field that is the closest thing to the Army Infantry in this service. (Old 7-8 Warrior Here) It helps to explain the purpose of the mission, it's importance and reason. It is essential to get "Buy In" from them so they can help take ownership of the tasks. Us old dogs like to thing we know it all, but many times these youngsters bring a level of innovation that can really add to mission success. I've seen this work in fire fights to program management. The old "Shut up and color" attitude just pisses everyone off and you get the old single finger salute when you turn your back. There are time leaders and managers must "Ride for the Brand" and lock down the good idea fairy, but most times when time for planning is allowed, then let them break it down and build it back up in their minds. They'll learn a lot faster and will gain solid confidence in their skill sets.

Response by SSG Private RallyPoint Member made Oct 8 at 2013 9:52 AM

2013-10-08T09:52:28-04:00

Put the blinders on and as long as the mission is not moraley or ethically questionable just do it. We are not paid to decide what is right or wrong just perform what duty or task has been given. Once that task or responsibility is accomplished returning to the people who tasked you out an acceptable time to ask why you were ordered to conduct such a mission would be appropriate. While conducting the mission I would definitely re-enforce the importance and positive side effects of conducting the operation/mission to the subordinates I lead.

Response by SFC Michael Patterson made Oct 8 at 2013 10:20 AM

2013-10-08T10:20:20-04:00

I would have to agree with all of you. Keep in mind however we as leaders it is our responsibility to know right from wrong and use sound judgement in the execution of our missions. I am not disagreeing with SSG Gorman just elaborating on what he said. Although I think CPT Kletzing had good point we as Leaders cannot talk bad about the mission at least not to your subordinates, gripes go up not down. Whether you agree or disagree there is always a bigger picture that the planners are seeing. One caveat though is that if the potential risks out way the gains voice your opinion time permitting.

Response by SSgt Private RallyPoint Member made Oct 8 at 2013 5:08 PM

2013-10-08T17:08:17-04:00

Knowing that the mission is more important than just ourselves and of course, during Vietnam many of those missions were catastrophic and seemingly pointless, but what can one do?

Response by MAJ Private RallyPoint Member made Oct 8 at 2013 11:41 PM

2013-10-08T23:41:16-04:00

You keep your mouth shut and lead.

Response by CMSgt Mark Lutz made Oct 9 at 2013 11:22 AM

2013-10-09T11:22:23-04:00

As long as the orders are legal, then your commander's decision is your decision. The sooner subordinate leaders realize that, the better off they'll be.

Have I had to stand up in front of my units and tell them they were about to be given a bad deal? Yes. Did I place blame? No. The situation was what it was. Our mission is to make the best of it and execute.

The problem we all run into, especially when we're younger, is we mistake being liked for being respected. Front line leaders (normally junior officers or NCOs although there are senior ones that do it to) throw leadership and decision makers under the bus so that they look like the bad guy. Although this may make you look good in the short run, it is prejudicial to good order and discipline and a cancer to the unit.

Response by CPT Gary Jugenheimer made Oct 9 at 2013 11:48 AM

2013-10-09T11:48:12-04:00

That's why it is tough being a product of a democracy.....when one becomes part of a Military Unit, democracy must be put on hold...going back to the response of CMSgt Mark Lutz.....if the order is legal and you as a leader have the responsibility to assess if in fact it is legal....the mission takes precedence and the orders given must be completed to the best ability of the unit.....there is no blame and there should be no discussion....there might be discussion following the execution, but this is to the benefit of all members of the unit to assess their actions and determine what they could do to improve should these possibilities exist

Response by SGT Private RallyPoint Member made Oct 20 at 2013 2:25 PM

2013-10-20T14:25:21-04:00

suck it up and drive on...ie biz as usual

Response by SGT Private RallyPoint Member made Oct 25 at 2013 5:29 PM

2013-10-25T17:29:15-04:00

Sir,

Coming from the subordinates perspective, some of the best officers I have ever served with, have embraced the suck with us. They issued the command, trusted the NCOs to execute the tasks, and put themselves right in there with us. I have seen this displayed more often from Infantry commanders, not to say anything against any other branch, but they were always there when were on a mission. They maintained a positive presence and you knew that they cared about the morale and welfare of the troops, you just felt it. I hope this helps

Response by Cpl Ray Fernandez made Nov 1 at 2013 7:33 PM

2013-11-01T19:33:47-04:00

You do the best possible job to hide your doubts. Be honest and if necessary tell those under your leadership that the sooner we accomplish this we can move on to something else. The difference between a manager and a leader is that the manager will tell you have to do something, and the leader will make you want to accomplish the task. Also the secret to getting what you want in any situation that involves dealing with others is answering one simple question for your subordinates (and yourself if you doubt the mission) and that question is "what's in it for me". When you can answer that question they will see what they have to gain by putting in a superior effort.

Response by SFC Private RallyPoint Member made Jan 31 at 2014 3:04 PM

2014-01-31T15:04:28-05:00

There are not many things I have been assigned to do in 28 years counting where I have been "all in" however, once the decision to "go" is made and I have done everything within the scope of my duties (as a Platoon Sergeant advising a young PL or in my job as an Instructor) then it's my job to sell it to the troops and see that the job gets done to the best of our abilities. Leading from the front is the best example you can set and the most motivating. Grumbling in front of the troops because not every little detail meets your approval, that's the worst.