Posted on Aug 24, 2015
If the commander asked for feedback would you give it to him/her?
50.7K
446
229
44
44
0
Recently my commander released Staff Sergeant promotion results in a different manner than we normally do. Many airman near me were talking about how they disliked this new way. I myself had the same sentiments and for good cause. During the release, the commander asked us to let him know if we liked doing promotions this way. I took two days to type up a simple, yet respectful email explaining my opinion and giving three alternate solutions to achieve what he stated his goals were for his approach. The next week I was talking to another airman about this and he was adamant that I shouldn't have done that. When I asked why he response was "you just don't do that". My email was in no way disrespectful or full of complaining. I received a reply from my commander that stated "Understood. Thank you for your honest feedback." Would you have told the commander your opinion or would you have kept silent? Was I wrong to be honest?
Posted in these groups: 
Evaluations
Commander
Evaluations Commander
Posted >1 y ago
Responses: 119
46
46
0
Sometimes I give it without asking...
...but I'm not getting promoted again, am I.
...but I'm not getting promoted again, am I.
(46)
(0)
SGM Steve Wettstein
CSM David Heidke - I did the same thing Dave. Sometimes the boss has to hear what they need to hear and not what they want to hear.
(5)
(0)
33
33
0
TSgt Melissa Post As a former Company Commander, Battalion Commander, and Brigade Commander I always had an "open door policy" and I also freaking asked soldiers from the private all the way up to LTC for their feedback. I always encourage them to use the chain of command first to see if they can get their question or issue resolved, but I was always open for business to listen. Great leaders learn from their soldiers what exactly the climate and culture of their unit is through effective communications. Just because I would listen to someone's heartburn didn't mean I would go out and change everything right that minute, but it did afford me great insight to problems that I could address with the staff, the Chaplain, the Brigade Surgeon, the CSM, or the full-time civilian staff and make great decisions and changes based on analysis, experience, facts, and war gaming solutions. BLUF: (Bottom Line Up Front) If the Commander asks for feedback, I feel it is your duty to provide it. Just my personal beliefs and the way I did business!
(33)
(0)
SFC Norman G. Mayers
I served under a few Command teams BDE CDR/CSM, BN CDR/CSM. CO CDR/1SG, PLT LDR/PLT SGT; and I will tell you that unfortunately some Command teams do not take feedback as a good thing, or use feedback to make changes in their leadership style, or correct toxic leadership; on the contrary they use it as an effective method to identify resistance within the ranks and destroy careers. I had am NCO who use the open door policy to address issues; chain of command translated it as bitching and complaining; he ended up publishing is opinion on the unit Facebook page. The result was retaliation against the NCO, UCMJ action and the destruction of his career. By the time senior leadership realize what was really going on and decided to get inolve, things got way out of hand and the command team lost the respect and trust of the entire organization. The truth is, not everyone was meant to be leaders or Commanders; but, that is another subject for discusion.
(2)
(0)
COL Mikel J. Burroughs
SFC Norman G. Mayers Thanks for sharing your story. You are absolutely right there are some individuals that are in command positions or that have been in command positions that had no bsuiness being there and their Toxic Leadership style didn't help their organization's climate or culture and unfortunately it sometimes develops junior leaders (Officer and NCOs) in the wrong fashion as well.
(2)
(0)
Col (Join to see)
This is an excellent conversation. As a commander, I may be different than other commanders. I completely agree with Col Mikel Burroughs thought processes. I mirror them myself. Not all commanders behave this way; I would hope that a great senior NCO could help those commanders. Feedback goes both ways. I should be able to suck it up and look at myself through my airmen's eyes if I get negative feedback from them. As individuals, none of us is perfect, but as a team we can get very close to perfect. I guess it is just a climate of trust that the commander and his senior NCOs need to foster. They need to be on point when talking to the troops and allow that climate of trust to flow all the way down in a unified front. As a prior enlisted Master Sergeant, I can honestly say I did not expect less of my commanders and I was not afraid to pull him or her aside and be frank. I did have some that didn't like it... but it was my job to do it. I hope they respected me for it.
(2)
(0)
19
19
0
As enlisted, we are both the workers, the enforcers of policies, the interpreters of policy, and the advisers to our commanders.
How is a commander to know what the troops think without someone providing feedback?
Seriously. If the commander asks a question. Give an honest answer, TACTFULLY. Which it sounds like you did. Present the issues as you see them. Present solutions to the issues as you see them. Adequately explain your concerns.
Keep in mind that all of us our shaped by our experiences. Officers are not promoted in the same way as enlisted, therefore a modification to the promotion process affects us differently than it would them. They just don't know, and that ignorance, isn't "bad" it's just a hole in their knowledge. Once that knowledge gap has been corrected, they can adjust accordingly.
Now, the issue that your "peers" are likely expressing concern about is "unsolicited feedback" (which is generally not done, unless in a key billet like PSG, 1SG, CSM, etc) as compared to "solicited feedback" (which was asked for). They may not be separating the two concepts.
How is a commander to know what the troops think without someone providing feedback?
Seriously. If the commander asks a question. Give an honest answer, TACTFULLY. Which it sounds like you did. Present the issues as you see them. Present solutions to the issues as you see them. Adequately explain your concerns.
Keep in mind that all of us our shaped by our experiences. Officers are not promoted in the same way as enlisted, therefore a modification to the promotion process affects us differently than it would them. They just don't know, and that ignorance, isn't "bad" it's just a hole in their knowledge. Once that knowledge gap has been corrected, they can adjust accordingly.
Now, the issue that your "peers" are likely expressing concern about is "unsolicited feedback" (which is generally not done, unless in a key billet like PSG, 1SG, CSM, etc) as compared to "solicited feedback" (which was asked for). They may not be separating the two concepts.
(19)
(0)
Sgt Aaron Kennedy, MS
TSgt Melissa Post I try. It's a matter of "context" and the written word doesn't convey as well as the spoken so I tend to get a little more long winded than is strictly necessary, but the site is about sharing information.
(3)
(0)
SFC (Join to see)
SFC Mark Merino-
You stole my thunder brother! I remember many a day waiting in the dayroom for the powers that be to give my comrades and me guidance. Everyone would complain about this and that and the barracks lawyers would interject. The next thing you know the First Sergeant would come in and after addressing us would ask if anyone had anything. low and behold there I was on an island by myself standing up and addressing said topics of discussion/concerns. Everyone else would not utter a word and I would end up looking like a trouble maker, complainer, and being smoked like know ones business!
It true Mark...I was on the SFC list for nearly two-years and wore it for eight-years and one-month before being medically retired after 20 years, 9 months, 6 days on active-duty.
Regardless, I am proud to be a Soldier for Life in our United States Army and do not regret a day of my service and having retired as a Sergeant First Class.
To all service members still in uniform do not wait until it is too late to learn how to choose your battles. Remember that your rank does not define you and to not be afraid to stand up for what you believe in. Most importantly never forget where you came from and that every fellow service member regardless of rank is just as important as the next person. When asked if you have anything to say be aware of your surroundings while tactfully addressing said issue or you may be super buffed out like I was.lol
You stole my thunder brother! I remember many a day waiting in the dayroom for the powers that be to give my comrades and me guidance. Everyone would complain about this and that and the barracks lawyers would interject. The next thing you know the First Sergeant would come in and after addressing us would ask if anyone had anything. low and behold there I was on an island by myself standing up and addressing said topics of discussion/concerns. Everyone else would not utter a word and I would end up looking like a trouble maker, complainer, and being smoked like know ones business!
It true Mark...I was on the SFC list for nearly two-years and wore it for eight-years and one-month before being medically retired after 20 years, 9 months, 6 days on active-duty.
Regardless, I am proud to be a Soldier for Life in our United States Army and do not regret a day of my service and having retired as a Sergeant First Class.
To all service members still in uniform do not wait until it is too late to learn how to choose your battles. Remember that your rank does not define you and to not be afraid to stand up for what you believe in. Most importantly never forget where you came from and that every fellow service member regardless of rank is just as important as the next person. When asked if you have anything to say be aware of your surroundings while tactfully addressing said issue or you may be super buffed out like I was.lol
(2)
(0)
15
15
0
Hi!
You did the right thing - they asked, you answered - pretty simple - and it sounds as if you answered in a respectful way, with solutions and thought. All good. I read thru many of your responses also and just ran across the statement you made and said "I'm just a SrA" - please don't think this way - ever. You are not "just" a SrA - you are in integral part of a complex team and every single job is important to the mission - please don't ever forget that and always think of yourself as a valued member of that team. There is no such thing as "just" a xxx Airmen in the Air Force I worked for! :-)
You did the right thing - they asked, you answered - pretty simple - and it sounds as if you answered in a respectful way, with solutions and thought. All good. I read thru many of your responses also and just ran across the statement you made and said "I'm just a SrA" - please don't think this way - ever. You are not "just" a SrA - you are in integral part of a complex team and every single job is important to the mission - please don't ever forget that and always think of yourself as a valued member of that team. There is no such thing as "just" a xxx Airmen in the Air Force I worked for! :-)
(15)
(0)
TSgt Melissa Post
Thank you . I really appreciate those encouraging words. Sometimes it is hard to remember.
(2)
(0)
11
11
0
CMSgt James Nolan
That is kind of like when you say something and then look around and ask "Was that my outside voice?"
(3)
(0)
MCPO Roger Collins
Experience has proven that this is NOT a good idea. The old adage about if you have nothing good to say, say nothing is right. In civilian life and during my career, those that have spoken up and said what needed to be said, didn't fare so well. As a middle manager, I always asked for input, but there were times that the input wasn't well received. The higher up the person in in the leadership role, the less they like negative input. JMHO
(2)
(0)
11
11
0
TSgt Melissa Post - I would say that, if the commander asked for feedback, subordinates should feel free to provide it without fear of retribution (assuming, of course, the feedback was provided in a professional manner). I can't imagine he/she would have asked if not interested in getting a response.
(11)
(0)
TSgt Melissa Post
Thank you I appreciate your reply. I would hope that someone of his rank would understand to not ask if he didn't mean it. I just didn't understand why this other airman was saying that I shouldn't have when it was what the commander asked.
(2)
(0)
COL Jean (John) F. B.
TSgt Melissa Post - Some people just don't trust people with legal authority. My experience has shown that, more times than not, it is they who have a problem, not the person with legal authority. Any commander worth his/her salt should welcome constructive feedback from subordinates, whether asked for or not.
(5)
(0)
SSgt (Join to see)
Some people are afraid of rank, something I have never understood myself. I interact with my commander fairly regularly here, as this is a small squadron compared to most. Bottom line, they can't fix issues they are not aware of and they can't be aware of it until you tell them about it. Just keep it professional and use the proper system for routing concerns to your commander. Everyone I have had has had an open door policy, but also remember that you have flight sergeants and chiefs that should probably vet your concerns before they elevate to the command level.
(0)
(0)
10
10
0
Yes but cautiously.
It's always hard to be critical of someone who holds your future in their hands, but you owe it to them as well.
It's always hard to be critical of someone who holds your future in their hands, but you owe it to them as well.
(10)
(0)
TSgt Melissa Post
I will keep that in mind. I remembered someone once telling me that if you don't like something don't just say you don't like it, come up with another solution as well. Plus I took the extra day to make sure that it wasn't just my emotions before I told a Major that I didn't agree with something he was doing. I am really appreciating all this feedback from much higher ranks.
(1)
(0)
LCDR (Join to see)
TSgt Melissa Post Taking the day for emotion control is a great idea. Even if it's just a few minutes or hours it can help sometimes. I have reacted poorly quickly and regretted it (as I'm sure we all have).
You're also dead on with having solutions. If you tell them something is wrong it can be chalked up to complaining (a bitching sailor is a happy sailor we say), but if you propose constructive alternatives it's a lot harder to ignore.
You're also dead on with having solutions. If you tell them something is wrong it can be chalked up to complaining (a bitching sailor is a happy sailor we say), but if you propose constructive alternatives it's a lot harder to ignore.
(4)
(0)
SGM Steve Wettstein
LCDR (Join to see) - Sir I gave even if I wasn't asked. It wasn't always what they wanted to hear but they accepted it. Plus as an E-9 they really didn't hold my future in their hands so I wasn't worried if they would be pissed at me.
(0)
(0)
PO2 Sam Messer
LCDR (Join to see) - I was one of those Happy Sailors but I was a Seabee and some of us just said what we felt not always a good thing.
(0)
(0)
7
7
0
TSgt Melissa Post The other Airmen are wrong. Your Commander asked you for feedback. You did not shoot off the first thing that came to mind, you took time and (hopefully) composed a meaningful and honest response to the question. That was what was asked for. If the CC did not care about feedback, would not have asked. If nobody responds, there is no feedback.
When sending something upchannel, always make sure that you proof it, so that it makes sense, as it may be analyzed at length.
Command is a lonely post, when the boss is looking for a way to make improvements, and asks, would you not rather have that input (which may or may not be followed), so that at least you can look at the others and say "I provided input, what did you do? Complain to me? How is that working out for you?"
When sending something upchannel, always make sure that you proof it, so that it makes sense, as it may be analyzed at length.
Command is a lonely post, when the boss is looking for a way to make improvements, and asks, would you not rather have that input (which may or may not be followed), so that at least you can look at the others and say "I provided input, what did you do? Complain to me? How is that working out for you?"
(7)
(0)
TSgt Melissa Post
This is true. I think I read it about twenty times or more before sending it and even then almost didn't send it.
(1)
(0)
4
4
0
TSgt Melissa Post
The fact that you took the time to think it through and offered alternate solutions confirms, in my opinion, that you were not wrong in sending the e-mail. One is never wrong in being honest. Sometimes, one can be wrong in not sharing honest advice at the wrong time, place or way, but the honesty is never wrong. If someone is actually asking for advice, they either need to be true to their statement or more careful what they ask for. If I was your Commander, I would welcome your input.
The fact that you took the time to think it through and offered alternate solutions confirms, in my opinion, that you were not wrong in sending the e-mail. One is never wrong in being honest. Sometimes, one can be wrong in not sharing honest advice at the wrong time, place or way, but the honesty is never wrong. If someone is actually asking for advice, they either need to be true to their statement or more careful what they ask for. If I was your Commander, I would welcome your input.
(4)
(0)
TSgt Melissa Post
I appreciate your view. I am so glad that so many higher ranks are responding giving me their view from the top. I have had a commander before though who asked a question to just the females and when I responded the expression on his face was either disbelief in what I said or disbelief in the fact that I was bold enough to tell a LT Col something other than "nope everything is fine". So many times that is what I think higher ups (as I call them) really mean but from the responses I am seeing on here, many leaders actually do ask and actually do want a reply.
(0)
(0)
MSG Brad Sand
TSgt Melissa Post
I think we sometimes ask for response and get used to not getting anything in return and are shocked when we actually get what we were asking for...or learn that some took the time to respond? Everything is conditioned on the how and when. I remember telling my men that we all want to do our best BUT there is a time and a place and sometimes you need to just hold your tongue until we are done and bring it up in the AAR?
For those peers that respond, "nope everything is fine." Well, I hope everything is fine because nothing is going to change...and truth they may be fine but this does not mean it couldn't be better? Also, higher ups are no different than you, except they are older and been knocked around more. If you would want someone to tell you if the situation was reversed, then why wouldn't you tell them?
I think we sometimes ask for response and get used to not getting anything in return and are shocked when we actually get what we were asking for...or learn that some took the time to respond? Everything is conditioned on the how and when. I remember telling my men that we all want to do our best BUT there is a time and a place and sometimes you need to just hold your tongue until we are done and bring it up in the AAR?
For those peers that respond, "nope everything is fine." Well, I hope everything is fine because nothing is going to change...and truth they may be fine but this does not mean it couldn't be better? Also, higher ups are no different than you, except they are older and been knocked around more. If you would want someone to tell you if the situation was reversed, then why wouldn't you tell them?
(2)
(0)
4
4
0
If a superior asks for feedback-they should be aware they are agreeing to accept it without reciprocity (within reason). That said, once you reveal your opinion, no matter how well intentioned, it's impossible to 'take it back'. My opinion is that the commander is making a mistake since they obviously know their decision was unpopular; asking folks for their opinion after the fact accomplishes nothing...
...unless he/she is genuinely surprised at the reaction, and is trying to survey overall sentiment towards better policy.
That said, I know that in the Navy at least, being an advocate for the crew is a major function of the SEA.
...unless he/she is genuinely surprised at the reaction, and is trying to survey overall sentiment towards better policy.
That said, I know that in the Navy at least, being an advocate for the crew is a major function of the SEA.
(4)
(0)
TSgt Melissa Post
Well in my commander's defense, he just recently took over our squadron and he is very old school. Apparently this is how they used to do promotion releases. But as we all know times are changing and not everything that used to be is the best way to do things. I think he does genuinely want to know because he doesn't always get to see or hear what the lower levels think about situations. Thanks for the feedback.
(0)
(0)
Read This Next
Continue with Facebook 
Continue with Google