What are some of the issues you see with leadership in today's military?

SSG Private RallyPoint Member — Sun, 24 Jan 2016 17:42:01 -0500

We see a lot of different issues in the military today with leadership. What are some of the ones you see and how do you think they affect the leaders reputation and the respect their subordinates have for them?

Response by SSG Private RallyPoint Member made Jan 24 at 2016 5:45 PM

SSG Private RallyPoint Member — Sun, 24 Jan 2016 17:45:56 -0500

One issue I see is that some times NCOs try to "cool" with their subordinates and that leads to the subordinate thinking they can do what they want.

Response by SSG Private RallyPoint Member made Jan 24 at 2016 5:58 PM

SSG Private RallyPoint Member — Sun, 24 Jan 2016 17:58:17 -0500

Well I see double standards.... of course. the award system is flawed. I see CPTs and 1SGs shooting down MSMs even though they don't have the authority to do so. I see them using the authority to punish others to stop the buck from going any higher to them. I have also seen some of my peers not enforce standards and discipline. This causes an individual to get used to the idea of being in a friendly environment instead of a professional environment. I see that you tagged 42A. I have seen time and time again that MOS buckle under the fear of addressing the problems with their female Soldiers. Fake eye lashes, bright colored nails, uncompliant hair styles, and more. A good Lt in my opinion is molded by his commander but more then anything its his PSG and Squad Leaders. A great Soldier is molded by his Team Leader and Squad Leader. I'm not saying NCOs are the reason for our military being the best, but I am! I will and have also said that wars are won off the backs of 18-19yr old Privates. So at the end of the day the lowest rank is just as important as the highest. That's something I think some Leaders forget.

Response by SPC Private RallyPoint Member made Jan 24 at 2016 5:58 PM

SPC Private RallyPoint Member — Sun, 24 Jan 2016 17:58:24 -0500

Leaders that put numbers before soldiers welfare. I think it effects morale and makes soldiers not trust their leaders.

Response by SFC Private RallyPoint Member made Jan 24 at 2016 6:17 PM

SFC Private RallyPoint Member — Sun, 24 Jan 2016 18:17:22 -0500

Before I got to my current unit, they were so understaffed of NCOs that there was only one for the motor pool. He was a SFC, and played the position of PSG, motor sergeant, senior mechanic, squad leader and friend. Now he is gone and there is me another SSG and 2 SGTs. The Soldiers still think we are their friends and try to act like that. Previously it was lack of leadership caused problems when me and the other SSG got there. They were trying to a t like our buddies and when we did not they did not like us. Always did what they were to do but did not like the fact they were not able to get out of it. Also I think part of the problem is manning from DA. We have always been short Soldiers and NCOs. I have gone 2 years with out getting up to MTOE on Soldiers. I have learned a lot about man hour accounting and have done a real good job making sure we keep up with that but almost 80% on the man hour accounting and DA should send some troops. But they don't.

Response by SFC Private RallyPoint Member made Jan 24 at 2016 7:34 PM

SFC Private RallyPoint Member — Sun, 24 Jan 2016 19:34:57 -0500

I see too many Soldiers entering the NCO Corps for the wrong reasons. A lot of Specialists are sent to the promotion board simply because they meet TIG and TIS requirements. Others seek promotion for the pay or prestige. Many of these new SGTs make bad leaders because taking care of Soldiers is not one of their priorities. We should be taking the time to train our junior Soldiers, give them opportunities to lead and show them what leadership is by our example. We should only promote Soldiers that truly want to be leaders.

Response by CW2 Louis Melendez made Jan 24 at 2016 7:35 PM

CW2 Louis Melendez — Sun, 24 Jan 2016 19:35:31 -0500

Awards. I think that this is an area that has a lot of issues these days and because of lack of leadership and integrity on SM's. Often, you see people receiving high awards and recognition when people at the end of the chain barely gets something.

I remember how all E-7's and above received BSM's after our deployment when my PSG (E-6) received an ARCOM. My PSG did way more than the rest of PSG's by leading the same amount of soldiers than the other PSG's, managing the biggest Property Book in the BRIGADE, and by having the most Soldiers that went and won Soldier of the month board during that tour.

I'm positive that this will never stop but this is something that affects how leader in general is looked at and how subordinates look at their leaders. Good Post!

Response by SGT Private RallyPoint Member made Jan 24 at 2016 7:35 PM

SGT Private RallyPoint Member — Sun, 24 Jan 2016 19:35:41 -0500

I'd say one is a decent amount of NCO's caring more about how they can make themselves look or perceive to be than the welfare of their soldiers. That and trying to act more like a friend. You are a leader first. Act like it.

Response by MAJ Ken Landgren made Jan 24 at 2016 10:07 PM

MAJ Ken Landgren — Sun, 24 Jan 2016 22:07:20 -0500

The biggest issues is at the Corps and above levels. They pretend to not want to win or know how to win.

Response by SSG Melvin Nulph made Jan 24 at 2016 11:40 PM

SSG Melvin Nulph — Sun, 24 Jan 2016 23:40:08 -0500

I seen to many NCO's thinking the military standards were fine, to me they were low and I wasn't going to let my standards drop for anyone or anything. I believe my stepfather is the one I can thank for that, no he wasn't a soldier or in any other branch of the military. It's just the way he was with me. His beliefs were simple, you have a job, you had better do it if you expect to collect a paycheck and do it right the first time.
I seen so many (so called leaders) taking care of themselves but not their soldiers and could not understand how they could hold their heads up around other NCOs that were great at their job. My men and ladies knew if they jacked things up I'd be checking into it on or off duty as well as the positive things they did. I did hold my E-5's to a higher standard than the E-4 & below (right or wrong?) Just the way I was.
I seen E-5&6's even E-7s that put, "Wanting their troops to like them", above doing their job. I'll never understand this at all, (WTH?) yes friendly people are nice to have around but I'll take a well trained service member having my back over a smiling waist of space any day.
I had a lot of pride in my service members, loved seeing them get promoted above others, get awards they earned.
When their parents would wait over an hour to see me, so they could thank me for the changes they seen in their son's a daughter that was a great feeling, almost as good as when my soldiers would say, PLDC wasn't that hard because of the time we spent making sure they knew their job and knew it well. Wish all of you could feel the feelings I got from most of my soldiers like that.

Response by SCPO Private RallyPoint Member made Jan 25 at 2016 12:49 AM

SCPO Private RallyPoint Member — Mon, 25 Jan 2016 00:49:18 -0500

Does your question include the C-in-C???

Response by SSG Byron Hewett made Jan 25 at 2016 9:08 AM

SSG Byron Hewett — Mon, 25 Jan 2016 09:08:49 -0500

"the good ol boy system" leaders who have there own little nitches, clicks, and circles and if your not apart of it you or your team or section usually end up on the short end of the stick when it come to being put on details, awards for soldiers that should be recognized, and retirement recognition.
Its bad for moral its bad for your unit and its bad for everyone.
the leaderships may not always see or recognize this but it happens.

Response by SFC Private RallyPoint Member made Jan 25 at 2016 10:23 AM

SFC Private RallyPoint Member — Mon, 25 Jan 2016 10:23:12 -0500

Well, just as we have many members in the military there will be as many issues with leadership. So, the best way for me to address this topic would be simple to say the word "changing". Before I get to far into this, we must understand that change is a part of life. It must happen. How, when, where and why it happens is the key. We are changing some things that have been time-proven, I mean things that actually work.
"My two basic responsibilities will always be uppermost in my mind: Accomplishment of my mission and the welfare of my Soldiers. I will strive to remain technically and tactically proficient. I am aware of my role as a Noncommissioned Officer, I will fulfill my responsibilities inherent in that role. All Soldiers are entitled to outstanding leadership; I will provide that leadership. I know my Soldiers, and I will always place their needs above my own. I will communicate consistently with my Soldiers, and never leave them uninformed. I will be fair and impartial when recommending both rewards and punishment." These aren't just words to me, this is a statement, how I and we all should conduct business. Now, this does't mean that I'm perfect...this means that I will strive to be the best leader I can be by following this statement. If we want to be effective leaders we need to go back to the foundation of why we are the best organization in this world.
I know some will have a difference of opinion with my post, but it is how I view this question and believe me there is much more that I can say. Effective leaders not just get task/missions accomplished, we influence others to agree and support an overall vision that will change lives.

Response by SFC(P) Private RallyPoint Member made Jan 25 at 2016 11:12 AM

SFC(P) Private RallyPoint Member — Mon, 25 Jan 2016 11:12:09 -0500

In my humble opinion, I see that the "essence" of leadership has changed significantly. I see truth in everyone's statement in this thread. I believed that leadership was shaped like a table. A soldier had to accept the weight of responsibility and for their fellow soldiers just as the legs of a table bear weight, while the soldiers (the whole unit) bears the weight of the mission. Leadership, as many of you mention, is not a rite of passage for pay/prestige just because of TIS/TIG, but rather, a solemn responsibility we give to those who we will lead. Therefore, as leaders ourselves, it seems incumbent upon us to choose, mentor and develop those who would invest/care for others as well.

Response by SSG John Caples made Jan 25 at 2016 11:31 AM

SSG John Caples — Mon, 25 Jan 2016 11:31:10 -0500

One of the things I instilled in my soldier's , is discipline, respect, and hard work ethics and the Army Ehtoe's , I have seen in my Plt. that other Nco's had to write there own award's and own NCOER'S , I have had leader's bad in my Army career, that just made me a better soldier, and a better leader. I learned to adapt and over come these things while I was in.

Response by CPT Private RallyPoint Member made Jan 25 at 2016 11:35 AM

CPT Private RallyPoint Member — Mon, 25 Jan 2016 11:35:45 -0500

There are so many factors that contribute with the issues of today's leadership. One that really bothers me is discipline. From the top down, leaders are showing a lack thereof. Walking and talking on cell phones, failing to render salutes, talking back to superiors, loosely following regulations, are a few that come to mind.

Another contributing factor is that I believe soldiers are forgetting that they are part of a team. Selfless service is dying. Again, I see leadership from various ranks who show or put no effort into caring for their soldiers. In result, there is a negative command climate in the work environment.

Lastly, I’ve seen favoritism and yes men alike. Leaders breaking their back to keep a soldier out of hot water even after they break the rules and try to sweep it under the rug. But when the average soldier comes with an issue, it all of a sudden becomes a first line leader problem. In result, it creates yet again, a negative command climate. The yes men are too afraid to speak up out of fear of reprimand or being scolded. There is nothing wrong with giving feedback or suggestions to reach a goal as long as it is done in a tactful and respectful manner. But when leaders are afraid to step up and say something due to job security, that is another issue altogether.

Response by 1SG(P) Private RallyPoint Member made Jan 25 at 2016 11:55 AM

1SG(P) Private RallyPoint Member — Mon, 25 Jan 2016 11:55:01 -0500

Things have drastically changed since I originally enlisted in 92. So many things you have to watch yourself on now. Not only that, but all of the online trainings and chasing soldiers down to make sure they did them. Making sure you don't say something that may offend someone. The list goes on.

Response by SGT Private RallyPoint Member made Jan 25 at 2016 2:29 PM

SGT Private RallyPoint Member — Mon, 25 Jan 2016 14:29:56 -0500

"Do as i say and not as i do. "

Response by SSG Private RallyPoint Member made Jan 25 at 2016 2:46 PM

SSG Private RallyPoint Member — Mon, 25 Jan 2016 14:46:02 -0500

The selfishness of leaders and the lack of counseling, teaching, coaching and mentoring and awards. I have seen leaders that are so reluctant to allow their subordinates to learn or know their job, in fear of looking bad in the eyes of the Command. One day that leader is no longer going to be in that position and everyone that served under them and the organization are much worse off. One of the greatest Officers I have ever had the pleasure of serving under was LTC Lloyd Nathan, who said it is probably easier for him to do it, but if he does it I learn nothing. If I do it and make mistakes he will own those mistakes with the Commander and I would own them with him but WE will fix them and WE will fix them together and then I will have learned something. The fact that knowing my OIC had my back if things went south as opposed to hanging me out to dry means all the difference when tasked with something. Knowing he had my back made me want to strive that much harder to have a more informative product with antidotal flaws that makes the Commander think where as if I knew I was going to get hung out to dry my effort was focused on not being hung out to dry, that the Commander wouldn't think twice about. As the NCOIC of a shop I loved having my subordinates learn as much as they could about my position, meetings / briefings (provided they were allowed or there was enough seating) every tasking intended for the NCOIC a subordinate was there to learn. I want them to take my position because if you take my position it means 1 of 2 things; 1: I have outlived my usefulness and am now off to bigger and better things or 2: I am a dirt bag and am being replaced by my own subordinate and now I am their subordinate which in this case is a failure of my leadership to counsel and mentor me. While there are tasks that do require a leader to step up if your subordinate has flaws and errors on a non critical task and your reply to the Commander, 1SG or shop OIC is owning and apologizing for the mistake one but identifying you were using a non critical task as a coaching and mentoring opportunity for subordinate how bad can that really be? I will take an a$$ chewing any day for that professional development opportunity of a subordinate. This applies differently based on MOS and or function.

Sense awards have been mentioned I wan to chime in here in that I think awards are a function of a flawed system that needs revision equally as much as how assignments are assigned. However, could both systems only be flawed due to the very nature of the human elements involvement in each? For example if a Commander is awarded a Silver Star during a deployment, but it is later discovered that they had their Aide-de-camp picking up and dropping off their personal dry cleaning and the Commander received reprimand for those laundry acts should that award not be downgraded due to the vary nature of being reprimanded as a Commander who used their influence for personal gain? While the original award is merited for the achievements, the award after the reprimand is now not merited for the achievement's due to using their position as the Commander for personal gain. Not everyone had their laundry dropped off and picked up. Should a Commander who is a LTC that has been in command less than 1 month still have the authority to downgrade a PCS award for a SGT E-5 from and MSM to an ARCOM (that was submitted prior to the Change of Command Ceremony but later returned to change the authority block) on the merit the Soldier does not have an ARCOM for a Soldier they have never met in their under one month in Command? What if that 638 has a recommended approval from a SGM and COL who are in the Soldiers direct CoC and rating scheme? Should that LTC trust the SGM and COL in the decision to recommended approval of an award for that Soldier based on the merits their achievements truly dictated an MSM or should the achievements not dictate the award the Soldiers PREVIOUS AWARDS dictate the achievements and subsequent award / medal received?

Response by CW2 Private RallyPoint Member made Jan 25 at 2016 10:24 PM

CW2 Private RallyPoint Member — Mon, 25 Jan 2016 22:24:23 -0500

Many points listed already are valid. The biggest issue I have is not with the leaders, but the system they are put into with unrealistic expectations. There are more requirements on today's force than ever before, competing requirements and priorities based on who wants something done, often leave leaders at all levels on reactive footing instead of proactive. MDMP is great on paper, but deadlines often cannot facilitate the process. When you dig into each and every regulation, DOD or local policy/directive, and start to count the time it takes to complete these tasks....it is a mission in itself to complete some of the items mediocrely.

I am not trying to justify actions from toxic leadership, I just cant help but to feel that this "system" can definitely be viewed as one of the root causes.

Response by SSG Clarence Blackburn made Jan 26 at 2016 5:59 AM

SSG Clarence Blackburn — Tue, 26 Jan 2016 05:59:42 -0500

Getting promoted up to fast, have to spend some time in the trenches so you know your job.

Response by MAJ Ken Landgren made Jan 26 at 2016 10:28 AM

MAJ Ken Landgren — Tue, 26 Jan 2016 10:28:39 -0500

I suppose on the tactical level, it I difficult to practice initiative with such few troops and many inept host nation troop.

Response by PO1 Lee Barber made Jan 26 at 2016 7:17 PM

PO1 Lee Barber — Tue, 26 Jan 2016 19:17:33 -0500

Well, I'm retired for almost 10 yrs now. One of the biggest problems I saw, and still hear about is fraternization.

Competition between Member A, and Member B for advancement in same command:

Member A: Does his/her job exceptionally well and always uses time and resources well. Member A maintains conduct well within military bearing and avoids fraternizing with both senior and junior service members. Member A spends considerable time training subordinates and leading by example. Nothing bad could be said about Member A, except he/she is "work oriented", and does not socialize. Member A expects to be acknowledged from their exemplary work ethics, audit results and advancement rates of their junior personnel.

Member B: Same paygrade, spends most of his/her time around seniors both on and off duty kissing arse. Member B, barely gets their assigned responsibilities done in a timely manner and is responsible for a lower readiness standard because of his/her poor work, training, and readiness ethics. Member B somehow has friends in all the right places to somehow avoid Capt. Mass for dereliction of duty.

Member B gets promoted.

I have seen and experienced this countless times. I gave up reporting this when I was at the E-5 level because it ended up hurting my career.

As for the second half of the question about respect. I knew a service member that was command advanced from E-3 to E-6 as soon as he was eligible (advanced off recommendations by the command instead of test results). The only skillset this member had was kissing arse (Fraternizing with seniors both on and off duty). He made E-7 (Chief) on his first try because of his "Stellar" service record and the three consecutive command advancements. He quickly proved he had no aplicable leadership skills, rating knowledge or skills and was shuffled off to a closet. This service member earned zero respect from anyone in the command. They loathed him and the broken system that wasted three good command advancements on someone with his inability to actually do his job, or have the skills to train subordinates to do theirs.

Summary: Fraternization policies are there for a reason.

Response by LCDR Private RallyPoint Member made Jan 27 at 2016 8:18 AM

LCDR Private RallyPoint Member — Wed, 27 Jan 2016 08:18:50 -0500

1. A shift away from a "winning" mentality to a "maintaining" mentality-This is preventing us from developing and enhancing the fighting spirit of all components.
2. Over politicizing-This is confusing the duty and loyalty of service members as well as widening the gulf between us.
3. Supplanting true discipline with procedure only-If our people don't respect the process, they comply with standards only via fear of reprisal-which brings me to point four...
4. Lack of tools for leadership at the lowest levels-Some problems can and should be solved in the "fan room" rather than by Article 15.

Response by SGT Ruben Guzman made Jan 28 at 2016 12:08 PM

SGT Ruben Guzman — Thu, 28 Jan 2016 12:08:34 -0500

The loss of Military bearing and respect for the chain of command. The millennials have been raised and put through high school under a completely carefree social norm. This has inevitably made its' way through the ranks. Now, leaders think they have the right to question orders, decide that they will do what they want when they have a few stripes, and worst of all, neglect their subordinates. A culture of nepotism and unethical inequality now prevails. It is no longer what you know, it is WHO you know and how well you are liked that will mark your ascent in the ranks.

Response by SFC Russell Shaw made Feb 4 at 2016 4:59 AM

SFC Russell Shaw — Thu, 04 Feb 2016 04:59:14 -0500

How many seek training opportunities? What are leaders reading? The basics of leadership have not changed, the amount of time people spend getting outside training has. I learned my leadership from leaders who were constantly working to improve their leadership skills. Then found books and outside sources to take myself to take me to the next level. A really good leader is a lifetime learner of leadership. Contact me at [login to see] for more info. As a leadership trainer I am offering a free class starting Feb 16, 2016 it is a conference class and will be one hour on From 6:30 to 7:30 pm Eastern time. These are the tools you need to become a better leader. I only have 15 seats and about 3 of them are filled with people I have as regular students. My goal is to add value to your life so you can add greater value to those you are leading.

Response by SFC Private RallyPoint Member made Oct 28 at 2017 7:27 PM

SFC Private RallyPoint Member — Sat, 28 Oct 2017 19:27:39 -0400

Leadership is a huge role in a soldiers military career. Lack of good leadership leads to mismanaged soldiers. Through out my military career I have had the opportunity to have great and poor leadership. Do as I say not as I do is the most common phrase I see done. We have individuals who are "protected" by who they know. Which is b's. Many of us have had to deal with poor leadership, being overworked, taking on way too many jobs when subordinates who should be working those jobs pass the fuck. It gets tiring and soldiers get burnt out. Quite frankly no one wants to step up and make change. It's just sad.