If you could go back in time, what would you tell your leadership to change or keep doing?

COL Mikel J. Burroughs — Thu, 28 Jan 2016 08:09:03 -0500

If you could back in time, what would you tell your leadership to change or keep doing?

RP Members think about some of the Leaders you served with or for in your career or that you serve with today - if you could back in time today and tell them one thing about their leadership what would it be?

Would it be positive? Would it be negative?

What is would like them to know about their leadership?

Response by SGT John " Mac " McConnell made Jan 28 at 2016 8:24 AM

SGT John " Mac " McConnell — Thu, 28 Jan 2016 08:24:49 -0500

I don't think I would change that much. I always led by example. It made training points easy to follow. . The other one would to keep all your team members in the loop. This helps greatly in achieving the objective. Keeping certain people out of the loop can cause failure in communication and teamwork. COL Mikel J. Burroughs

Response by PO2 Mark Saffell made Jan 28 at 2016 8:51 AM

PO2 Mark Saffell — Thu, 28 Jan 2016 08:51:12 -0500

Our shop Chief PO was a 1st Class when I first reported aboard. When he made chief he turned into a huge BUTT. I would tell him not to be so full of himself and that he didn't retire when he made E-7. Seemed after he put that on all he did was drink coffee and socialize. Never did another days work after that day. Wrong signal

Response by CPT Jack Durish made Jan 28 at 2016 9:05 AM

CPT Jack Durish — Thu, 28 Jan 2016 09:05:58 -0500

As my mama used to say, "If a bullfrog had wings, it wouldn't bump its bum." Well, that being as it may, here goes...

Never, never, never jump the chain of command. If a senior officer, a general or a member of his staff jumps over your immediate supervisors to give you a mission (even if your superiors are dicks who always get in the way) at least let them know what you're up to and why. Don't just use the superior in your hip pocket as a cudgel and bully them out of the way.

Yes, there's a story oft told with me in all that, but that's... well, that's another story. Let's just say that's why I won awards and had Officer Efficiency Reports that I had to borrow points just to get my name on the paper

Response by MCPO Roger Collins made Jan 28 at 2016 9:24 AM

MCPO Roger Collins — Thu, 28 Jan 2016 09:24:27 -0500

Pie in the sky? Enlisted personnel are not tools to be discarded if they have flaws or are broken. Just because you can easily get a replacement, doesn't mean you should lose humanity just because some selection board gave you your senior position.

Response by SGT Private RallyPoint Member made Jan 28 at 2016 10:22 AM

SGT Private RallyPoint Member — Thu, 28 Jan 2016 10:22:03 -0500

Hell, I told them all when I got my 5 & that was that I appreciate all "leadership" and how they showed how to and how NOT to be.

A NCO and OIC showed me how NOT to be. The lack of professionalism was just the most awful I had seen, while deployed.

Married NCO taking out our hummer to meet a girlfriend and also getting upset if someone took it without telling him, to go to chow.

Getting upset because someone volunteered to be 1SGT driver, then getting upset because you've finally pushed the soldier so much they had to get a psych & receive anxiety meds & now they're not able to drive anymore.

When you'd rather be the 1SGT driver and put your life on the line rather than stay behind in the office.

NCO dropping out of runs.

OIC forgetting she's OIC, lying to the personnel in charge at the rear, saying the soldier just hopped a plane and went home, EVEN THO they had the Dr orders and everything. Just a complete fabrication. Insane!

I could go on.

Response by TSgt Private RallyPoint Member made Jan 28 at 2016 10:52 AM

TSgt Private RallyPoint Member — Thu, 28 Jan 2016 10:52:49 -0500

Quit while you're ahead and on your own terms. Trust your minions, they tend to know what they're doing. Remember that you were once just like them and think of how you wanted to be treated back then. Not everything is critical and waiting until it is won't win you any respect from anyone. Failure is as important as success; but only when we learn from those mistakes. Just because you outrank someone doesn't mean you know more than they do. Ask your minions what they do and what you can do to support them.

Response by LTC Stephen F. made Jan 28 at 2016 11:20 AM

LTC Stephen F. — Thu, 28 Jan 2016 11:20:13 -0500

COL Mikel J. Burroughs I would go back to 1984 and ask the COL and his staff to authorize training so that I could actually use a computer to develop a briefing. As it was I was very good at developing paper briefs and analytical products; but, I didn't know how to use the computer at the base HQs. If I had been able to use a computer to develop the brief the BG base commander wanted on the program I developed from scratch, then he might well have senior rated me higher than the lowest senior rating he ever gave.

Response by SPC Chelsea Fernandez made Jan 28 at 2016 12:54 PM

SPC Chelsea Fernandez — Thu, 28 Jan 2016 12:54:54 -0500

I would let my leadership that hazing in the military is a NO GO and no one ever have to go through that. All its doing is creating a hostile environment for that soldier.

Response by CPT Mike Sims made Jan 28 at 2016 1:59 PM

CPT Mike Sims — Thu, 28 Jan 2016 13:59:06 -0500

1.) Continue to let Junior Officers and NCOs work in an environment that allows them to utilize their skills and talents without making it a zero-defect workplace. Let them make mistakes and let them learn from them as individuals as a team... it helps them to grow and understand their strengths, weaknesses and how to improve in certain areas - collectively and as individuals.

2.) Do NOT devote more time than is absolutely needed for a meeting! No marathon meetings and stop placing more emphasis on powerpoint presentations that result in multiple drafts - time wasted! Focus on planning instead allowing Junior Officers and NCOs to work together, and giving more time for troops to prepare... resulting in an emphasis on mission rehearsals - contingencies and execution!

3.) Continue to praise in public and condemn in private.

4.) Stop the fake awards process... there is no such policy that stipulates only certain ranks can be awarded specific awards... it seemed like a way to ensure that senior Officers and NCOs of a particular generation awarded each other high awards - while some of them were merely hanging around the FOBs, while the troops conducted the hard fought missions. Therefore, present awards deservingly and often... it shows that you recognize the effort and performance of your troops - and those awards reflect credit upon your leadership.

5.) Continue to let troops know that they are doing a good job and you are proud of them. Also continue to let them know where you feel they need to tighten up to improve standards and expectations.

6.) Stop the Toxic Leadership and Sexual Assault / Violence / Harassment... these kind of things are destroying our credibility as leaders, our trust as professionals and the future of our military as younger potential recruits are beginning to question if the military is truly a moral and ethical place for them to serve.

7.) Don't force someone to work in an job for which they are not trained for and will not receive training for. People should work within their MOS or at least receive adequate training (certified by a post or base official) if they are going to be required to work outside their MOS. Also, don't rate the person working outside their MOS the same as a person who is MOS qualified.

8.) Train for the mission and build teams that are focused on the mission. Get troops to schools and specialized training programs as often as you can... the wrong time to be deficient in training and competency is when you get the notice to deploy!

Response by Capt Seid Waddell made Jan 28 at 2016 2:13 PM

Capt Seid Waddell — Thu, 28 Jan 2016 14:13:30 -0500

I would thank Col Andrew Beveridge for the example he set for those of us under his command at Eglin AFB when I was at my first assignment.

Response by Sgt Kelli Mays made Jan 28 at 2016 2:46 PM

Sgt Kelli Mays — Thu, 28 Jan 2016 14:46:35 -0500

I would tell General Chong that he's a short man with a GOD complex and he needs to get back down to earth and be human.

I had already filled out my exit paperwork and was on terminal leave...General Chong had just come to Wilford Hall and was the new Commander. I was enlisted...though had finished college by now and could have taken the officers test and stayed in, but didn't want to....and my almost husband to be was an officer (06) and the OIC of the Emergency dept....
Chong gave him a letter of reprimand...first one he's ever received in 18.5 years in service and told him that I had to move out....I was on Terminal leave....and had a few weeks left to go and Chong does this?!?!? OH MY FREAKING GOD...I WOULD GO BACK IN TIME and tell him he's a horrible leader and didn't deserve his position as commander of the hospital. The two commanders before Chong new all about us...but we were not in the same chain of command...worked in different parts of the hospital and we did not communicate much at all while on duty....we kept such a low profile, you would need a magnifying glass to see us.
He did a lot of other horrible things to those stationed at Wilford Hall Medical Center...He seriously was NOT a Good leader. I would tell him that he should take a good look at himself in the mirror. He was neither a decent human being...he lacked tact....humility and honor...He spoke to people very rudly...he looked down on the enlisted and even the lower ranking officers....he was just down right Rude and mean...condescending... and hateful....

Response by PO3 Private RallyPoint Member made Jan 28 at 2016 2:50 PM

PO3 Private RallyPoint Member — Thu, 28 Jan 2016 14:50:56 -0500

nothing .... or else I might changed my "present".

Response by 1stSgt Eugene Harless made Jan 28 at 2016 4:35 PM

1stSgt Eugene Harless — Thu, 28 Jan 2016 16:35:05 -0500

I was in a lot of units, one thing that was coming in during the 90s and I really thought was smart was Demmings TQL (TQM) Leaders and units need to constantly evaluate what is effective in day to day operations.

Response by PO1 John Miller made Jan 28 at 2016 7:43 PM

PO1 John Miller — Thu, 28 Jan 2016 19:43:46 -0500

Simple. To the good/great leaders I would simply say "Thank you" and shake their hand. To my not so great/toxic leaders I'd be the bigger person and say "I have a great life thanks to the Navy."

Response by MAJ Ken Landgren made Jan 28 at 2016 8:18 PM

MAJ Ken Landgren — Thu, 28 Jan 2016 20:18:37 -0500

Stop being an asshole to some leaders.

Response by GySgt William Hardy made Jan 30 at 2016 10:30 AM

GySgt William Hardy — Sat, 30 Jan 2016 10:30:40 -0500

There were 3 officers who had an impact on me and my life decisions. The first was a mustang Lt who took me under his wing and taught me my trade in Vietnam. Then there was the mustang Capt who put his trust in me beginning the first day I reported to him; and the Army CWO who gave me council when I was on Joint Service Duty. Without their support, would never have had the courage and confidence to reach out and accomplish what I have. Thank you all.

Response by LCpl Cody Collins made Jan 30 at 2016 10:53 AM

LCpl Cody Collins — Sat, 30 Jan 2016 10:53:30 -0500

When I was a Ordnance Tech, my shop CO was an Alcoholic. I wish I could go back in time to tell him that getting drunk isn't funny or smart.

Response by PO3 Matt Thackeray made Jan 31 at 2016 7:38 PM

PO3 Matt Thackeray — Sun, 31 Jan 2016 19:38:02 -0500

I worked for a few great chiefs and JOs...I would advise to keep standards high, be available, always let your subordinates know you'll go to bat for them when they're doing the right thing; if something goes bad use it as a learning experience for your junior sailors.

Response by SSG (ret) William Martin made Feb 29 at 2016 10:46 PM

SSG (ret) William Martin — Mon, 29 Feb 2016 22:46:12 -0500

I would tell one in particular not to leave work to get her hair done while her Soldiers worked late.

Response by LCpl Cody Collins made Oct 10 at 2018 10:09 AM

LCpl Cody Collins — Wed, 10 Oct 2018 10:09:24 -0400

When I was a grunt humping that prc 77. I would tell my leaders to not change a thing.
When I re- enlisted into the AirWing, I would tell One particular Cwo2. Lay off the sauce, sober your sorry ass up. And start inspiring and encouraging the Marines under your command.