Posted on Dec 3, 2015
Leaders, First sergeants, Commanders, Anyone in charge. How often do you notice the Privates who are squared away?
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How often do you, as someone in charge, pay attention to your e-1,e-2,e-3 soldiers? How often are the Aware that you have your eye on them. is there more than meets the eye? or do you just sign off on their promotion paperwork?
Promotions
First Sergeant
CPT
Posted 10 y ago
Responses: 30
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PV2 Weeks,
It's not about knowing the soldiers that are squared away , it about knowing all your soldiers! It can be from attitude, appearance, and work ethics! Promotions come and go and I believe now it is better to have outstanding counsel statements!
It's not about knowing the soldiers that are squared away , it about knowing all your soldiers! It can be from attitude, appearance, and work ethics! Promotions come and go and I believe now it is better to have outstanding counsel statements!
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Promotion is all about potential to assume greater levels of responsibility. The only way I believe I can be confident about delegating higher levels of responsibility is to observe their potential myself. I do take into consideration their chain of command in case I'm missing something. However, it is my job to ensure their leaders are challenging them and allowing them to develop professionally and take initiative. If not, I will provide guidance to their leaders on how to do that. That's where I find the weak from the strong. Put someone out of their comfort zone and see how they react. It's ok to make mistakes and ask questions to gather the full intent, but don't sit up against the wall on your phone waiting for someone to spoon food you every action you should take.
I take it a step further to ensure my intent is executed and make it my mission to be present in everything the Soldiers do. If they are outside, I am outside. If they sit in a briefing, I'm in a briefing. Unless the battalion/brigade commander tell me I need to be at a meeting, I am with the Soldiers. This allows me to become personally informed of someone's potential because I see it firsthand. I can speak intelligently about someone in a letter of recommendation as well. I won't put my name on something if I do not believe in the content. Direct observation keeps my integrity intact.
I don't show favoritism but I do credit dependability. If a Soldier shows me that all she/he does is talk on their phone or walk by a full trash can and not take it out, that speaks volumes to me. My leaders know that I do not stand for Soldiers doing nothing because I won't waste their time nor anyone else's, including mine.
I also don't condone negative attitudes. My leaders and I do what we can to motivate and inspire Soldiers by being the example, for some it doesn't work. Thus, I say "if you aren't here to be part of the team and contribute to the unit's mission, I don't need you. I will help you out (get out)." I don't care about my numbers. Much more can get done with a few motivated Soldiers than with a bunch of pessimistic Soldiers.
My unit has the greatest Soldiers I've ever encountered. I know people can say that about their Soldiers, but if anyone ever gets to work with them, they will know that I'm not exaggerating. We truly perform as a family, looking out for each other and working together to achieve a common goal.
They make me proud to serve in the Texas Guard and humbled, privileged, and blessed to be their commander.
I take it a step further to ensure my intent is executed and make it my mission to be present in everything the Soldiers do. If they are outside, I am outside. If they sit in a briefing, I'm in a briefing. Unless the battalion/brigade commander tell me I need to be at a meeting, I am with the Soldiers. This allows me to become personally informed of someone's potential because I see it firsthand. I can speak intelligently about someone in a letter of recommendation as well. I won't put my name on something if I do not believe in the content. Direct observation keeps my integrity intact.
I don't show favoritism but I do credit dependability. If a Soldier shows me that all she/he does is talk on their phone or walk by a full trash can and not take it out, that speaks volumes to me. My leaders know that I do not stand for Soldiers doing nothing because I won't waste their time nor anyone else's, including mine.
I also don't condone negative attitudes. My leaders and I do what we can to motivate and inspire Soldiers by being the example, for some it doesn't work. Thus, I say "if you aren't here to be part of the team and contribute to the unit's mission, I don't need you. I will help you out (get out)." I don't care about my numbers. Much more can get done with a few motivated Soldiers than with a bunch of pessimistic Soldiers.
My unit has the greatest Soldiers I've ever encountered. I know people can say that about their Soldiers, but if anyone ever gets to work with them, they will know that I'm not exaggerating. We truly perform as a family, looking out for each other and working together to achieve a common goal.
They make me proud to serve in the Texas Guard and humbled, privileged, and blessed to be their commander.
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MAJ Monique Salinas
Thank you SPC (Join to see)!
The rule of thumb when you get into leadership positions is to do what you need to do prior to execution. This way you can be there to watch your Soldiers knowing that your other responsibilities are completed for your leaders to be able to do their part. It might take some extra time off duty, but as a leader, you owe it to your Soldiers to give them guidance to ensure they meet your intent.
I pray that you have a good support system at home to allow you to do what being a leader requires. Don't forget to thank them for their support with ways to show your apprectiation (the smallest things could make a big difference). Be patient to explain what they don't know about the military.
always seek a challenge, persevere through the hardships and rise above the rest
The rule of thumb when you get into leadership positions is to do what you need to do prior to execution. This way you can be there to watch your Soldiers knowing that your other responsibilities are completed for your leaders to be able to do their part. It might take some extra time off duty, but as a leader, you owe it to your Soldiers to give them guidance to ensure they meet your intent.
I pray that you have a good support system at home to allow you to do what being a leader requires. Don't forget to thank them for their support with ways to show your apprectiation (the smallest things could make a big difference). Be patient to explain what they don't know about the military.
always seek a challenge, persevere through the hardships and rise above the rest
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While in garrison, normally on a Monday or Friday formation I would challenge my soldiers to have the best squared away uniforms. Who ever was received the day off! This was a good way from them to compete with one another and also a way of making them better soldiers, now if it was a tie, I would then challenge them with questions, regulations etc etc.
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SPC (Join to see), your question implies that a soldier being squared away is some sort of exceptional accomplishment, when the truth is that being squared away is *supposed* to be unexceptional. As a leader, meeting my minimal standards does not merit command attention unless it's part of a rehabilitation -- in other words, something akin to "Congratulations, Sergeant Smith. It's good to see Private Schmuckatelli isn't reeking of booze this morning."
Military leadership is a balancing act when it comes to highlighting performance. The troops need to know that you are aware when they excel, but at the same time you also need to be continuously reinforcing the understanding that, no matter how impossible-sounding the orders are, accomplishing the mission is the norm. It's sort of like running a confidence course: even if the troops look at it and say "You're kidding, right?", they also accept that you believe that they can do it and sometimes surprise themselves by living up to your expectations when they didn't believe that they could.
Military leadership is a balancing act when it comes to highlighting performance. The troops need to know that you are aware when they excel, but at the same time you also need to be continuously reinforcing the understanding that, no matter how impossible-sounding the orders are, accomplishing the mission is the norm. It's sort of like running a confidence course: even if the troops look at it and say "You're kidding, right?", they also accept that you believe that they can do it and sometimes surprise themselves by living up to your expectations when they didn't believe that they could.
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SPC (Join to see)
Thank you for the comment, Sir. You are right in the sense we SHOULD be squared away for the norm, but sadly, in my personal experience, a lot of my peers in my unit are not. again, thank you sir.
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1LT William Clardy
SPC (Join to see), unless your leadership is incompetent, you can safely assume that they know who can be unleashed on a critical task and who needs bootprints on the backsides of their tonsils before they'll start forward motion.
The common failure point to be concerned about here is when the leadership forgets that Luke 15 is not Army policy, and it is not a good policy for the Army. There should not be more rejoicing in the orderly room over the screw-up who straightens out than over the ninety-nine good troops who have been soldiering along just fine all along.
The common failure point to be concerned about here is when the leadership forgets that Luke 15 is not Army policy, and it is not a good policy for the Army. There should not be more rejoicing in the orderly room over the screw-up who straightens out than over the ninety-nine good troops who have been soldiering along just fine all along.
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They're a reflection of me. If they're screwed up, I'm screwed up. So, the question of "How often...?" All the time, but balanced with not micro-managing. Give a task, let them accomplish it, but verify. You can delegate authority but not responsibility. The goal was to instill a sense of ownership in whatever task I assigned. Get it done because it was their task, not because I was watching them.
As for "just signing off" Never. How can someone get better, if they don't get honest feedback. But it's a development process. They've got to want it. The Marine Corps makes that piece easy though. It's hard to just want to be a follower.
As for "just signing off" Never. How can someone get better, if they don't get honest feedback. But it's a development process. They've got to want it. The Marine Corps makes that piece easy though. It's hard to just want to be a follower.
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CPT (Join to see)
Sgt Aaron Kennedy, MS - I think this is one area that Army Medicine differs from the rest of the Army. We have very few that are SPC or below. We do mentorship and developmental training, but ultimately we are willing to promote much quicker to that SPC level. As such, I (and other commanders) typically promote to that level before we really start holding MASSIVE expectations.
That being said, mentorship starts the day that they join the Army. I strive to provide "morsels of wisdom" when I'm able, and challenge my leadership at all levels to develop and mentor.
I like the "You can delegate authority, but not responsibility." I think that this is the biggest thing that junior Soldiers need to understand, and senior leadership needs to remember. Just because you are a senior NCO or Officer does not alleviate your responsibility.
I read something from SMA Dailey lately that really sums up my feelings regarding Soldiers' attitudes. "Never forget that you're just a Soldier." Too many people think that they're entitled to special treatment because of their rank, and in very rare circumstances that does apply, but typically I only consider special cases based on MERIT, not by rank. Setting that tone will make the job a whole lot easier.
That being said, mentorship starts the day that they join the Army. I strive to provide "morsels of wisdom" when I'm able, and challenge my leadership at all levels to develop and mentor.
I like the "You can delegate authority, but not responsibility." I think that this is the biggest thing that junior Soldiers need to understand, and senior leadership needs to remember. Just because you are a senior NCO or Officer does not alleviate your responsibility.
I read something from SMA Dailey lately that really sums up my feelings regarding Soldiers' attitudes. "Never forget that you're just a Soldier." Too many people think that they're entitled to special treatment because of their rank, and in very rare circumstances that does apply, but typically I only consider special cases based on MERIT, not by rank. Setting that tone will make the job a whole lot easier.
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Sgt Aaron Kennedy, MS
CPT (Join to see) - Marines are odd ducks in a lot of ways. We're firm believers that if there are 2 Marines standing together, regardless of rank, one of them is in charge. Every Marine is a Leader. The first 2 MCI (Correspondence Courses) we do are Personal Finance & Fundamentals of Marine Corps Leadership. We set the bar HIGH, and keep raising it. There's a lot of times we'll have LCpl (E3) filling in for Sgt's because of the way our promotion system works (Cpl/Sgt is a Statistically promoted, SSgt is Board like your E7+).
I picked up the "Delegate Authority, not Responsibility" back in JROTC 25 years ago. It's one of the bedrock lessons of leadership I hold dear. The other flipside of that coin is "failure to provide adequate supervision" which basically means "yep, I was responsible for his screw-up, and should have supervised that."
As for "Never forget you're just a Soldier" that's a philosophy that parallels something Marines have. You can shout "Hey Marine" to anyone of us and we'll go "Yah, I am" without a second thought. We're proud of it (sometimes overly so). The rank thing has "perks" but but most of them should be transparent. They should never be expected, and the added workload was always greater than the theoretical benefits.
I picked up the "Delegate Authority, not Responsibility" back in JROTC 25 years ago. It's one of the bedrock lessons of leadership I hold dear. The other flipside of that coin is "failure to provide adequate supervision" which basically means "yep, I was responsible for his screw-up, and should have supervised that."
As for "Never forget you're just a Soldier" that's a philosophy that parallels something Marines have. You can shout "Hey Marine" to anyone of us and we'll go "Yah, I am" without a second thought. We're proud of it (sometimes overly so). The rank thing has "perks" but but most of them should be transparent. They should never be expected, and the added workload was always greater than the theoretical benefits.
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As a squad leader/ team leader / section chief I ly a lot of attention more because how I was trained as soldier but I think squared away soldiers are often over looked because they are self sufficient and needs minimum guidance then you have the SB soldier that gets all the attention because u have to stay on them about the smallest things. Solution to me as a private ask question and demand more info to better yourself because all honesty if you squared away and searching to better yourself you will seek info and that way you are the first that comes to mind when a school or privileged assignment comes out
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SPC (Join to see)
Immediately. Personally I had already read their file before I saw them. I knew as much about them as I could. Married, children, hobbies, where they lived, civilian job, if they were in school or not, what they were studying.... Are they aware of that no. Will every commander do this, no. I never signed off on paperwork concerning a Soldier, I didn't personally believe in or that I hadn't worked to turn around.
Immediately. Personally I had already read their file before I saw them. I knew as much about them as I could. Married, children, hobbies, where they lived, civilian job, if they were in school or not, what they were studying.... Are they aware of that no. Will every commander do this, no. I never signed off on paperwork concerning a Soldier, I didn't personally believe in or that I hadn't worked to turn around.
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SPC (Join to see) - I can tell you from the officer side and at least my personal perspective...we notice the squared away Joes. That being said, appearance only goes so far, which is why 1SG Jeffrey Bergeron is correct in his statement about asking the PSG if he/she would recommend that individual for promotion. The PSG sees (or at least should) beyond just the outward appearance of being squared away - they should know that individual's work ethic, leadership potential, team player mentality, potential for improvement, etc...
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well ... I just E4 ... but my own experience while I am E3, my CO noticed my finger nails is nice and clean every time ... also noticed that I am the only one that still shine my boots perfectly ... and perform a prefect form of push-up ... I don't know did that answer anything ...
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what I use to do is ask the platoon sergeant if he or she would recommend this soldier for promotion. However I would make the final recommendation to the commander. For waviers I would only promotion these solders if they were above average soldiers as in 250 PT score and a SS, or Expert in marksmanship, and lastly performance.
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