Posted on Sep 15, 2014
CPO Jon Campbell
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One technique of great leaders who were admirals that I worked under was to meet with an entire unit and then split the unit up by officer and enlisted and meet separately with each group. This way, the admiral had a direct line of communication with the enlisted force and the enlisted force could speak freely and say things they would probaby not say in front of their officers. It was a technique that absolutely scared officers to death. I don't remember an admiral ever meeting with the crew after 9/11, however. Everyone got extremely busy and this type of meeting seemed to disappear. Is it still done in other branches?
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PO1 Master-at-Arms
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Our CO conducts periodic meetings, first with E5 and below, then E6, then E7-9, then O1-3, then field grade, all for 1 whole day, about every quarter. Seems effective to me
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CW5 Desk Officer
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One of the best examples of leadership I experienced in 30 years of active duty service was when my company commander - in infantry AIT - stopped by my area on a field exercise and spent just a few minutes getting to know me.

To me, that is a lost leadership technique ... A commander/leader just walks around and BS's with the personnel under his/her command.

I felt like a million bucks when my company commander stopped to talk to Private Montgomery. I'm not sure if he realized what an impact that simple five minute talk had on me.
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SGM Chief Executive Officer (Ceo)
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Scott, this really is "Leadership by Walking Around" and is one of the best ways for leaders to get to know their people, and for their people to get to know their leaders. I made a point of spending part of my day, every day, going to one area of my organization and just checking in with folks. I'd ask about family, see how they felt, what was on their mind, what were they working on, what bothered them, what did they feel good about. One on one, or in the "modern office furniture" arrangements, one on two or three sometimes. Casual, informal chats. Didn't take too long, but I got to know my people better and learned more about what was going on in the organization than I ever would have sitting in my office reading the official reports or through staff meetings.

I always made sure to back-brief the Division Chiefs (civilian) or Platoon Sergeants/Leaders or First Sergeants if I learned anything I thought would be important for them. One other thing I did that got more positive comments than this (which got many) was I bought a ton of blank cards, all American-themed (flags, mostly). For every person's birthday I would send a card with a hand-written Happy Birthday note. Every year to every person. It got to be a lot when I had the CI(Security) Battalion at the 902nd (now the 308th?), but Soldiers and later my civilians really seemed to appreciate just a simple, handwritten note.

This also was the reason I got my doctorate and why I chose the dissertation topic I did: Emotional Intelligence and its relationship to Transformational Leadership. I'll tell you more about that later!
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SSG Tim Everett
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I had a battalion commander that did this a few times. I obviously never sat in on the officer sessions, but he met with every enlisted person in the battalion, stood on the stage and took his BDU blouse off, and said "let's talk." At first I thought something had gone horribly wrong, then I realised what was actually happening.

I would be on point for his patrol through hell and he wouldn't even have to ask.
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