What is one mistake you witness leaders making more frequently than others?

COL Mikel J. Burroughs — Fri, 13 May 2016 11:31:50 -0400

RP Members, Friends, and Connections this is one of those questions that got lost out in a RallyPoint Back Hole in 2016, but it's worth getting it out there again for others to comment on. Good Question!

Many of you have witness numerous mistakes that leaders have made during your tenure in the military services.

What are some of the most frequent, what is the root cause, and what advice can we give our new leaders in order for them to avoid those frequent mistakes?

Let's see if we can provide some great leadership development discussion around this topic/question.

Response by MSG Private RallyPoint Member made May 13 at 2016 11:33 AM

MSG Private RallyPoint Member — Fri, 13 May 2016 11:33:01 -0400

Think before you act!

Response by MCPO Roger Collins made May 13 at 2016 11:36 AM

MCPO Roger Collins — Fri, 13 May 2016 11:36:45 -0400

Arrogance created by the caste system in the military. Just because one is senior in rank does not mean they should not listen to their juniors. At one time during AD, my CO was undertaking an extremely precarious event and there was a situation that he didn't realize could expose our activity. I informed the XO and he said not to bother the CO with this, he PROBABLY is aware of the situation. I have always tried to listen first to my juniors and tell them why they are correct or why they were not during both my careers. BTW, it is even worse in most civilian corporations.

Response by SSG Leo Bell made May 13 at 2016 11:37 AM

SSG Leo Bell — Fri, 13 May 2016 11:37:35 -0400

Lead by example not from behind a desk.

Response by SSG Ed Mikus made May 13 at 2016 11:40 AM

SSG Ed Mikus — Fri, 13 May 2016 11:40:50 -0400

Forgetting their staff that are not insight daily and not lead actors in their main mission.

Response by LTC Stephen F. made May 13 at 2016 11:41 AM

LTC Stephen F. — Fri, 13 May 2016 11:41:52 -0400

Disrespect for subordinate in a public setting is something I witnessed commissioned an non-commissioned leaders do way too many times COL Mikel J. Burroughs.
Each leader needs to treat peers, superiors and especially subordinates with the respect due their rank and service

Response by SPC David S. made May 13 at 2016 11:45 AM

SPC David S. — Fri, 13 May 2016 11:45:55 -0400

Using intimidation as motivation - very destructive behavior as this does little more than to create a negative atmosphere. The result is high turn over and if the word gets out this will limit such organizations' employee pool leaving the organization with bottom of the barrel performance.

Response by SFC Roberto Garza Jr. made May 13 at 2016 11:47 AM

SFC Roberto Garza Jr. — Fri, 13 May 2016 11:47:09 -0400

Failure to effectively communicate, we assume that our subordinates may know the implied tasks in a given task or mission. Under the same umbrella, giving a clear and consist task and purpose.

Failure to make on the spot corrections, walking by a known violation of a policy or regulation and not correcting it.

Sorry that's two.

Response by CMSgt Mark Schubert made May 13 at 2016 11:47 AM

CMSgt Mark Schubert — Fri, 13 May 2016 11:47:28 -0400

Forgetting where they came from. Too often I see leaders make it to "the top" and they become arrogant, selfish and foolish (things they cannot see in the mirror) - they try to hold on to their new found power and wind up abusing it and others all at the same time without ever realizing it. One way to combat this is to remain humble in ALL things - remember you were GIVEN this responsibility (you did NOT earn it or "work" for it) and it is temporary (it will be taken away). Use your authority wisely no matter WHAT rank you are .

Response by SFC Joe S. Davis Jr., MSM, DSL made May 13 at 2016 11:48 AM

SFC Joe S. Davis Jr., MSM, DSL — Fri, 13 May 2016 11:48:39 -0400

COL Mikel J. Burroughs simply not treating each other with dignity and respect! That's what I experienced in the military and in the civilian world. Wow can we just get along!

Response by PFC Al Sethre made May 13 at 2016 11:49 AM

PFC Al Sethre — Fri, 13 May 2016 11:49:46 -0400

Response by SFC Bayardo Reyes made May 13 at 2016 11:51 AM

SFC Bayardo Reyes — Fri, 13 May 2016 11:51:29 -0400

ARs, PAMs,are standardized references as TMs for how-to as guidelines not a regulation. Situation or mission will call for adjustments or changes on such guidlines that are not found in such. Receive/ask/analyze advise or ideas, if time permits, then make decisions. Backwards planning!! TLPs.

Response by PO3 Steven Sherrill made May 13 at 2016 11:51 AM

PO3 Steven Sherrill — Fri, 13 May 2016 11:51:34 -0400

The one thing I notice now in my corporate job is "leaders" who do not lead at all. They simply delegate. I understand that a leaders job is to delegate, but when A leader is delegating tasks from their department to other departments on top of their department tasking, then it becomes a problem. I also see a lack of appreciation. When an employee goes above their job function to help the company on a repeated basis, and that becomes expected, then that employee is unable to rise above in an instance, and the "leader" steps in condescendingly making note that they got the task accomplished immediately, it makes employees not want to rise up anymore. I am speaking from my own perspective, and if my boss wasn't there to bring it into perspective I probably would have just said screw it.
When put into a leadership position, whether military or civilian, it is important to understand the overall goal, where you as the individual fit into that overall objective, and how you are going to lead those folks under you to making sure the Unit, or company succeed. In the military, failure to achieve an objective is literally life and death. In the corporate world failure to achieve objectives can lead to the company going out of business. As a leader it is important that you are able to communicate with the other leaders to develop a cohesive strategy. It is important to know the role of each individual in your department, what tools they use to fulfill that role, and how to use those tools. When resources from another department are needed, it should not be because your department cannot fulfill its own job functions. It should be because either the project at hand is a cross department project, or because you need back up do to volume. A leader should inspire those under them to do more, not inspire a sense of dismay at the lack of comprehension on the leader's part.

Response by SGT Edward Wilcox made May 13 at 2016 11:52 AM

SGT Edward Wilcox — Fri, 13 May 2016 11:52:52 -0400

The biggest mistake I have seen is leaders who assume they know more than others, or can't be questioned, simply because they have more rank. The root cause is, in my opinion, arrogance in the leader. Thinking they are special because they got promoted. It speaks to a lack of mentoring and training, mostly because of the high turnover we have seen in the NCO ranks recently. Don't get me wrong, I have seen this in officers, too. Just not at the same frequency.

My advice to new leaders is to listen to your subordinates. They are often the same people who were your peers not too long ago. They knew their stuff then, and still do. You are not imparted with special knowledge simply because you have more rank.

Response by SSG Michael Hartsfield made May 13 at 2016 11:54 AM

SSG Michael Hartsfield — Fri, 13 May 2016 11:54:26 -0400

Failing to uphold the standard i.e. An E-4 and an E-7 both get a DUI over the weekend. The E-4 gets "maxed out" ( reduction in rank, loss of 1/3 pay for 90 days, 45 days restriction and 45 extra duty AND post driving privileges suspended for 90 days) while the E-7's paperwork gets "lost." I have always despised the "Different spanks for different ranks" attitude in the Army

Response by CSM Private RallyPoint Member made May 13 at 2016 11:58 AM

CSM Private RallyPoint Member — Fri, 13 May 2016 11:58:03 -0400

Leaders should always lead with greatness, lead as you would want to be lead. Always take care of your Soldier put them before you and never discipline in public. A ass chewing sometime is unavoidable but allow that individual to learn and grow from it and don't continue to ride them, show them and treat them with the respect after the butt chewing and always let them know that corrective counseling is a learning tool.
Don't make decision based on your position but but based on what in writing and do the MDMP (Military Decision Making Process) which can also be used in the civilian side. Treat all with the same respect you expect to be treated. Then you are doing all taking care of Soldiers, Mentoring, advising and growing leaders. They will see this and respect you as a leader.

Response by CAPT Kevin B. made May 13 at 2016 12:00 PM

CAPT Kevin B. — Fri, 13 May 2016 12:00:33 -0400

The most insidious is not caring about your people. Goes toxic pretty fast. Also takes away from what the prime focus should be; how do I get the mission accomplished AND bring my people home safe.

Response by SGM Erik Marquez made May 13 at 2016 12:01 PM

SGM Erik Marquez — Fri, 13 May 2016 12:01:38 -0400

Failure to listen
followed by
Failure to think, consider then talk

Response by Capt Private RallyPoint Member made May 13 at 2016 12:05 PM

Capt Private RallyPoint Member — Fri, 13 May 2016 12:05:35 -0400

The most frequent mistake I saw leaders make during my military tenure was not walking the walk that they wanted lead others to walk.

Response by Col Joseph Lenertz made May 13 at 2016 12:16 PM

Col Joseph Lenertz — Fri, 13 May 2016 12:16:40 -0400

Looking up, instead of down. Too many leaders make the mistake of looking to their boss for recognition, respect, problem-solving and even mission accomplishment. Your troops are the experts and the ones who will make it happen. They have the real-world answers that will work, and you must work to earn their respect. Once your troops have decided to give you their respect, and know you have their back, you will win every time.

Response by CPT Jack Durish made May 13 at 2016 12:43 PM

CPT Jack Durish — Fri, 13 May 2016 12:43:32 -0400

Failure to take responsibility. Passing blame onto subordinates or blaming superiors for one's own decisions or mistakes is a sign of moral cowardice and nothing is more dangerous, especially in combat, than a coward.

Response by LCDR Private RallyPoint Member made May 13 at 2016 12:46 PM

LCDR Private RallyPoint Member — Fri, 13 May 2016 12:46:23 -0400

Scapegoating and blaming the chain of command instead of owning up and taking positive control.

Response by 1SG Private RallyPoint Member made May 13 at 2016 12:59 PM

1SG Private RallyPoint Member — Fri, 13 May 2016 12:59:45 -0400

We have a culture in the military that has created an expectation of competency among leaders. This is not without merit. When the crap hits the fan, you want competent decisive leadership.

However, this becomes a problem when a leader is put into a position outside his or her comfort zone, or when a younger leader is advanced to a new position and still needs time to adjust and meet the expectations of that new rank.

One of the biggest mistakes I see among our leaders, is pride. More leaders need to use their support system and ask for guidance, instead of bullshitting their way. This can, and probably should be done behind closed doors, if for nothing else, to preserve the illusion while learning.

On the flip side, I feel that mentorship is an area that needs a good look. How are we preparing our juniors to move up.

Response by Sgt Aaron Kennedy, MS made May 13 at 2016 1:20 PM

Sgt Aaron Kennedy, MS — Fri, 13 May 2016 13:20:39 -0400

Not Understanding (or clearly Defining) what is Necessary from what is Regulatory. Both are Important (Often Essential), but one can get you Killed (Safety Concerns), the other will may you Punished.

Although we are tasked with enforcing regulations, we are also trusted with the lives of our subordinates, and there will be times when regulations have the "potential" to conflict with Mission or Welfare.

Response by CPT Joseph K Murdock made May 13 at 2016 1:49 PM

CPT Joseph K Murdock — Fri, 13 May 2016 13:49:31 -0400

Leaders fail the 1/3 and 2/3 rule for planning.

Response by Kim Bolen RN CCM ACM made May 13 at 2016 2:15 PM

Kim Bolen RN CCM ACM — Fri, 13 May 2016 14:15:02 -0400

Disrespect, Dishonesty and Office Politics. I think that leads to many a down fall of those that lead me. I do not consider myself a leader, but a team mate. I am a listener and fixer. There is no one above or below my team, all information is transparent, I will speak with the CEO the same way, I would speak with the janitor. For future Nurses, I would recommend that they are not the brightest lightbulb in the room, their team is. So Learn to show your compassion, be honest with them, give them the freedom to express their ideas and be that safe place for them to fall. If you do not take care of your team, your team suffers and ultimately the patient.

Response by SSG Vik Polivka made May 13 at 2016 2:56 PM

SSG Vik Polivka — Fri, 13 May 2016 14:56:39 -0400

Failure to apply the 5th Principle.

Response by Maj John Bell made May 13 at 2016 3:17 PM

Maj John Bell — Fri, 13 May 2016 15:17:30 -0400

Putting self-interest before mission and troop welfare, for all leaders except 2ndLts and Corporals. Their most common mistake is thinking that they, are or should be, friends with their subordinates, then putting self-interest before mission and troop welfare.

Response by SSG Dennis Grossmann made May 13 at 2016 3:23 PM

SSG Dennis Grossmann — Fri, 13 May 2016 15:23:12 -0400

Have confidence in your subordinates. Encourage them to try. Know they will screw up, but instead of blowing up (depending on the situation) explain what they did wrong. Be the example that they will aspire to become. That way you will know that the leaders of tomorrow have a chance to succeed. I have seen and been set up for failure. That's a learning process too, but it builds animosity and dissension in the ranks.

Response by SGM Tim Watkins made May 13 at 2016 5:02 PM

SGM Tim Watkins — Fri, 13 May 2016 17:02:44 -0400

The leaders and the big army no longer mentor their subordinates. Everyone is so busy and don;t take the time to do so. When I was a young SGT in the late 80's there were 6 of us in the infantry company. We had a really good 1SG who did just that and our Bn CSM did the same.
zLong story short all 6 of us grauated the SMA in June 2005.

Response by Lt Col Private RallyPoint Member made May 13 at 2016 5:31 PM

Lt Col Private RallyPoint Member — Fri, 13 May 2016 17:31:38 -0400

As leaders, we need to think in 5 dimensions. Leaders need to think about how their decisions affect their subordinates, peers, superiors, self, and their successors (future/long term).

Also, we need to remember service before self, but also acknowledged there is no service to others without self....

Response by MCPO Private RallyPoint Member made May 14 at 2016 12:25 AM

MCPO Private RallyPoint Member — Sat, 14 May 2016 00:25:21 -0400

Do as I say, not as I do.

It burned my ass as an E-2, and it burned my ass all the way through to E-9.

Response by SGT Terrence Hiett made May 14 at 2016 7:30 AM

SGT Terrence Hiett — Sat, 14 May 2016 07:30:37 -0400

Not passing on their knowledge of the "why" behind the mission, policy, or process. I have seen too many just give the answer to questions without explaining the why. Always give the answer, with the why and use regulatory references...and when challenged that the answer is not right, verify and confirm...regulations do change and you cannot be 100% right all the time.

Response by PO3 Adam Finley made May 14 at 2016 8:17 AM

PO3 Adam Finley — Sat, 14 May 2016 08:17:55 -0400

I guess it really boils down to whether the person wants to get promoted or on the other hand the person wants to get the job done. I see to many times that leaders are worried about their next promotion, not actually doing their job well. Delegate the reaponsibility, listen to the experts in their job, and make sure you respect and listen to all input from up and down the chain of command.

Response by MAJ Michael Pauling made May 14 at 2016 10:00 AM

MAJ Michael Pauling — Sat, 14 May 2016 10:00:49 -0400

When faced between "doing the right thing" and "what's the consequences to my Career?" collide. You can tell the Leaders from the Opportunists.

Response by MSgt Mike Ruikka made May 14 at 2016 10:34 AM

MSgt Mike Ruikka — Sat, 14 May 2016 10:34:37 -0400

Believing that because you have the rank, you have all the answers. Over my career, military and civilian, I have seen managers that believe they are always right.

I have worked with good and bad. The good are always listening to their troops. The bad just tell them to do what they are told.

I always tried to work with the people I was supervising. I am not a know it all and like ideas from subordinates. (I use that word for lack of a better word). Sometimes, their ideas were better than mine.

Moral of the story...Listen to all ideas. Yours may not be the best.

Response by SGT Kyle Johnson made May 14 at 2016 1:14 PM

SGT Kyle Johnson — Sat, 14 May 2016 13:14:23 -0400

Remembering to sometimes keep it simple (stupid) KISS. Everyone needs to start here first. Loved this sign when I saw it. You can show it to a recruit or a General it will have meaning

Response by PO1 John Miller made May 14 at 2016 1:39 PM

PO1 John Miller — Sat, 14 May 2016 13:39:46 -0400

Leaders who are not willing or capable of doing something that they ask their people to do. I liken this to being a prospect for a Motorcycle Club. The patched members are never going to ask a prospect to do something they didn't do when they were prospects themselves.

Response by TSgt Jennifer Disch made May 14 at 2016 2:24 PM

TSgt Jennifer Disch — Sat, 14 May 2016 14:24:20 -0400

No mentoring, ambition before the unit mission, not preparing junior enlisted to take their place. Afraid to delegate and lack of courage to take responsibility for their subordinates.

Response by SrA Leah Murchie made May 14 at 2016 3:04 PM

SrA Leah Murchie — Sat, 14 May 2016 15:04:24 -0400

On flight each flight chief would do things there own way so when you move to a different flight they would get upset if you didn't do it there way and then when it was explained to them this is how I was taught they would say it was wrong they all seem to think there way was right.

Response by SPC Private RallyPoint Member made May 15 at 2016 2:25 PM

SPC Private RallyPoint Member — Sun, 15 May 2016 14:25:27 -0400

Leaders doing things only because they may get a good evaluation report from it. Thinking about their our career instead of leading/developing soldiers.

Response by MAJ Raymond Haynes made May 15 at 2016 3:00 PM

MAJ Raymond Haynes — Sun, 15 May 2016 15:00:35 -0400

The simple consideration of praise in public, punish in private. One of the tenants of leadership on a macro basis is to have some class. Unfortunately I have seen this rule violated more in the Officer Corps than the Staff NCO ranks. Thanks for the post COL Mikel J. Burroughs

Response by Capt Private RallyPoint Member made May 16 at 2016 3:10 AM

Capt Private RallyPoint Member — Mon, 16 May 2016 03:10:11 -0400

Not getting to know the individuals underneath them. I see this way too much and leadership should be involved in the lives of the individuals they are leading.

Response by SPC Sheryl Koch made May 16 at 2016 3:19 AM

SPC Sheryl Koch — Mon, 16 May 2016 03:19:07 -0400

Too many need to adopt the mentoring program like the Warrant officers do. So many are eager to learn, train and step up to lead. The sad part is to see that motivated service member be over looked for one who gives the perception of perfection but not the correct troop. The hands off approach and distance by those in command adds to the degeneration of a command. It's not enough just to judge by rank, hand them manuals and online development training. The personal wisdom and investment in each one is desperately need. I agree with the older school approach to team building in and out of approach to real leadership. Know your troops and they should know you.

Response by SGM Mikel Dawson made May 16 at 2016 10:43 AM

SGM Mikel Dawson — Mon, 16 May 2016 10:43:04 -0400

Expecting better conditions because of their rank. Expecting better things and not thinking of the troops first.
Remember who we(leaders) are and what our responsibilities are: Health, welfare, safety of our men. Successful completion of the mission. Training of our troops so they can have all the tools necessary to complete the mission. When we've(leaders) done the above tasks, then we can think of our own comfort.
I deployed once to a very hot place. After getting the troops settled in to their non air conditioned tents, my CDR and I were assigned a tent. It had an air conditioner in it but it was broken. The CDR asked me, "SGM when are you going to get the A/C fixed?" I replied, "Sir, after all the tents the troops are staying in have A/C first". That started us off on a relationship which I in the end I couldn't support him as CDR, so I got out.
Remember it's the troops who will make you or break you. They're counting on you to do your job so they can do their job.

Response by COL Charles Williams made May 16 at 2016 11:40 PM

COL Charles Williams — Mon, 16 May 2016 23:40:22 -0400

Focusing on the bad, rather than the good.

Response by MSgt Private RallyPoint Member made Jun 12 at 2016 3:02 PM

MSgt Private RallyPoint Member — Sun, 12 Jun 2016 15:02:10 -0400

Leadership in austere times like these demand an element purposefully left out and repeatedly suppressed. The ability to have courage. Leaders are not so because of the position they hold but because they are the very ones making the difficult choices affecting the many in their care. Unfortunately, a new breed of “leader” has emerged with their sights fixed on promotion at all cost via abdicating responsibilities, quickly blaming others for failures and fostering a hypersensitive environment to making any choice. Truth of the matter is: success REQUIRES failure and when this happens don’t shy from it, embrace it, learn from it, and move forward.

I was fortunate enough to serve under multiple toxic commands and witness what NOT to do as a leader. One must have the courage to make choices for the right reasons and while many times the choices left are all bad choices, take responsibility for the ones you make regardless. Leadership is a CHOICE and not a popularity contest. In my experience, explaining the why behind my choices paid dividends in quelling dissent at the tactical level and I didn’t even need a PowerPoint presentation. Have Courage, communicate your reasoning from the heart and you will be on your way to building a trusting and cohesive environment.

Response by SSG Aaron Marshall made Jun 16 at 2016 5:06 PM

SSG Aaron Marshall — Thu, 16 Jun 2016 17:06:11 -0400

Being friends with your soldiers! I see it all the time! My fellow NCO brethren need to learn that soldiers are not your friends you hang out with on the weekends and go play drinking games with. NCOs hang with NCO.. I understand that there needs to be some type of "sqd,PLT cohesion" but that's what PT is for, doing team building exercises or going for "breakfast pt" to relax after a hard months worth of training.

Response by MSgt William Shimmin made Jun 17 at 2016 12:52 AM

MSgt William Shimmin — Fri, 17 Jun 2016 00:52:36 -0400

Arrogance, coupled with a refusal to listen to subordinates. Fortunately I only encountered one Captain (Squadron Commander of a DET), who was a living nightmare. He was a maverick, and because he'd made the jump when he was an A1C, he thought he was all that and a bag of chips. He refused to listen to any advice from enlisted personnel. In the end, his arrogance led to his being passed over for the 3rd time for Major. Little did he stop to think the DET Commander actually kept an open line of communication with his DET senior NCO's, and kept his eye's wide open.

Response by Cpl Justin Goolsby made Jun 17 at 2016 9:29 AM

Cpl Justin Goolsby — Fri, 17 Jun 2016 09:29:01 -0400

Every single quarter the list of Marine Corps Court Martials gets updated. I see plenty of the standard Junior Marine busts (underage drinking, pop on a piss test, etc). I also see plenty of senior level leadership listed on these things. Sale of government property. Solicitation. Rape. Child Pornography. Intent to distribute narcotics. Pretty heavy hitting crimes.

The root cause in my opinion is the feeling of invincibility. Who's going to challenge a Gunny? Or an Officer? Maybe it's for the thrill. But honestly, I doubt these were all one time crimes. More than likely they didn't get caught early in their career, so they pushed the envelope a little further every time they picked up rank.

I've been saying this before it became the new catch phrase in the Corps, but Protect What You've Earned. I may have only been in for 4 years, but every action I made, I weighed the ramifications against my career. I don't understand why it's so hard to keep your nose clean.

Response by LT Private RallyPoint Member made Jun 20 at 2016 1:30 AM

LT Private RallyPoint Member — Mon, 20 Jun 2016 01:30:24 -0400

'Leaders' that "flip-flop." Now, I know this one sounds weird, but it is the only thing that has caused an entire department to lose faith in a 'leader' so quickly and entirely. If you say you're going to do something, do it. Don't "hem and haw" about a decision. But, even if you do swap a decision (because you will have to once in a while)... DO NOT keep going back and forth on that decision. EVER.

Response by A1C Private RallyPoint Member made Jul 1 at 2016 7:49 AM

A1C Private RallyPoint Member — Fri, 01 Jul 2016 07:49:47 -0400

Not giving credit where credit is due.

In no way am I using this as a "poor us" or an outreach for pity, merely an example. Currently deployed with an NCO that is the very definition of this. One month after being here, we lost a body due to family emergency. Since then work as been heavy and time consuming. That is not the problem. The problem is the NCOIC in charge of us two airmen in the shop uses everything that is accomplished within shop as a "look at me" tool to the leadership out here. Multiple times we have implemented new processes and ideas to make our work load easier, as well as accomplishing all of the daily workload and supporting 24/7 ops missions. We as airmen have ended up sticking together as a team to accomplish the work while our NCO sits behind the desk of a computer on amazon all day. However when the leadership comes to praise us, he uses the verbage "I did this, I did that, I made sure this was accomplished." He uses himself as the face of every recognition without acknowledging that there are others who without, the missions would not go on without a hitch like they do. Meanwhile, he is slowly becoming the star of our shop in leaderships eyes, being put up for multiple awards. As a young airmen I do not show disrespect to him as it is not my place. I merely shut up and color. However it is a shame to see that instead of recognizing us as a team accomplishing the mission, he is using this deployment as a tool to bolster "outstanding bullets" as he puts it in order to pursue his upcoming shot at the next rank. Needless to say morale has tanked. However, I also know that not every leader is like this and am thankful for that.

Response by SP5 Michael Motl made Aug 30 at 2018 8:03 PM

SP5 Michael Motl — Thu, 30 Aug 2018 20:03:26 -0400

Self promotion!

Response by Capt Private RallyPoint Member made Aug 31 at 2018 1:28 PM

Capt Private RallyPoint Member — Fri, 31 Aug 2018 13:28:13 -0400

Trying to control everything instead of allowing his/her subordinates the power to do their job.

Response by MAJ Private RallyPoint Member made Aug 31 at 2018 1:29 PM

MAJ Private RallyPoint Member — Fri, 31 Aug 2018 13:29:59 -0400

Failure to communicate clearly and often. A leader who is a poor communicator, will always struggle to be both relevant and effective. I think that it stems from a feeling of not having to explain yourself or your orders.

Response by SFC Private RallyPoint Member made Aug 31 at 2018 1:42 PM

SFC Private RallyPoint Member — Fri, 31 Aug 2018 13:42:26 -0400

Making a mistake themselves, not realizing it or outright ignoring it THEN scolding subordinates for the same or similar mistakes.

Response by LTC Private RallyPoint Member made Aug 31 at 2018 2:51 PM

LTC Private RallyPoint Member — Fri, 31 Aug 2018 14:51:12 -0400

Punishing the masses as opposed to addressing an infraction by an individual or a few. How often do we see a new policy or regulation because of one idiot.

Response by SSG Warren Swan made Aug 31 at 2018 3:18 PM

SSG Warren Swan — Fri, 31 Aug 2018 15:18:03 -0400

Stop Command climate surveys or Bitching (censoring) seasons. Put a ton of folks in a room, tell them to speak openly and give examples with solutions just to see everything go the opposite way it was indented to go. If you want to hear about problems with solutions, listen to us. If you don’t care and just need the box checked carry on as usual.

Response by PO1 Kevin Arnold made Aug 31 at 2018 5:40 PM

PO1 Kevin Arnold — Fri, 31 Aug 2018 17:40:37 -0400

Just because you are more senior doesn't mean you know everything. Had a junior officer make demands as soon as he got onboard. That was a mistake for he had people more qualified to do his job. He should have said that yes he was the person in charge but wanted to learn from everyone while contributing to the mission. However, those Chief Warrant Officers always got my respect for they were enlisted first and worked their way up the rank. I didn't get to serve with those Chief Warrant Officers because they usually got transferred somewhere else.

Response by SGT David A. 'Cowboy' Groth made Aug 31 at 2018 5:44 PM

SGT David A. 'Cowboy' Groth — Fri, 31 Aug 2018 17:44:52 -0400

Using the good old boy system.

Response by SrA Alvin Cook made Sep 1 at 2018 12:54 PM

SrA Alvin Cook — Sat, 01 Sep 2018 12:54:39 -0400

I observed then ( still do) Leaders looking for someone to blame when mistakes are made instead of looking for solutions. Also leaders taking all the credit when their TEAM is successful.

Response by PO1 John Johnson made Sep 1 at 2018 3:37 PM

PO1 John Johnson — Sat, 01 Sep 2018 15:37:12 -0400

E-9 to the E-5: "If you don't have a solution, you're part of the problem". Wait a sec here, E-9; you're getting paid the big bucks to figure shit out, so why are you hammering the E-5?

Response by SSG Private RallyPoint Member made Sep 1 at 2018 3:58 PM

SSG Private RallyPoint Member — Sat, 01 Sep 2018 15:58:02 -0400

Making decisions outside their scope of authority. For example, https://www.rallypoint.com/answers/is-an-order-that-violates-army-regulations-and-exceeds-the-authority-of-the-issuer-unlawful?urlhash=3914816

Is an order that violates Army regulations, and exceeds the authority of the issuer, "unlawful"?...

What do you do when your state military department, imposes an "unlawful" order, that violates Army regulations (at least 40-501, 600-20, and 135-91) and after bringing it to your IG, the DAIG, and the office of Congressman Ami Bera, no one is willing to take the appropriate corrective measures? (In 2013, a two star general exceeded his authority, and completely reversed the requirement for Medically Non Deployable Soldiers to perform their AT...

Response by SGM Bill Frazer made Sep 1 at 2018 5:57 PM

SGM Bill Frazer — Sat, 01 Sep 2018 17:57:46 -0400

1. Believing their own propaganda- We are the Greatest!. 2. Looking at the next promotion/command instead of leading what they have. 3. Thinking that more asinine meaner mean tougher!

Response by MAJ Alan Montgomery made Sep 2 at 2018 1:53 PM

MAJ Alan Montgomery — Sun, 02 Sep 2018 13:53:37 -0400

The one issue I've seen many in leadership roles make is making sure subordinates know that the order he, or she, is giving is coming from a higher authority and he, or she, is just a conduit. As a lieutenant I learned the only orders my men needed follow were the ones I issued, and they understood that. All orders I issue, were mine. During my career that became an issue only once: after which I became known as "Captain Blood". I never had any use, or respect, for anyone who gave orders only to qualify them as having come from some higher authority. In my command that was a career limiting move for NCO's or Officers. Either stand behind the order you issue or don't be in a leadership role. Leaders lead, they don't hide behind those who do. Even today the only reason someone needs do something is I asked them, only once...

Response by CMSgt Private RallyPoint Member made Sep 2 at 2018 5:30 PM

CMSgt Private RallyPoint Member — Sun, 02 Sep 2018 17:30:27 -0400

Micro management.

Response by Sgt John H. made Sep 2 at 2018 7:05 PM

Sgt John H. — Sun, 02 Sep 2018 19:05:03 -0400

Listen and think before you speak. Be respectful and fair. Always be fair

Response by Private RallyPoint Member made Sep 2 at 2018 8:14 PM

Private RallyPoint Member — Sun, 02 Sep 2018 20:14:11 -0400

Excellent question Col. While I was not 'in' the Military, I was serving alongside of several branches in Afghanistan. I witnessed a full Colonel who had plumbing issues on his base (no water) about which he could do nothing personally, he chose to 'dress down'(at full volume) a pfc in the office on the helo pad because of a piece of paper on the floor. The doors were Always open along with the windows. Very inappropriate especially a senior officer.

Response by PO1 Kevin Dougherty made Sep 2 at 2018 11:33 PM

PO1 Kevin Dougherty — Sun, 02 Sep 2018 23:33:24 -0400

Related to Col Joseph Lenertz's answer, taking credit for a troop's (or worker's) idea. A good leader gives credit to their troops when things go well, and accepts the blame when they do not.

Response by Capt Christian D. Orr made Sep 3 at 2018 1:49 PM

Capt Christian D. Orr — Mon, 03 Sep 2018 13:49:27 -0400

Failing to lead by example, i.e. Leading from the rear instead of the front.

Response by SSgt Bruce Probert made Sep 3 at 2018 5:14 PM

SSgt Bruce Probert — Mon, 03 Sep 2018 17:14:34 -0400

The first and foremost mistake that nearly everyone makes is leadership is not about them. Leadership is ensuring that everyone knows their part of the mission and has the means to accomplish that mission. No one can walk in and make good decisions without honest input from their subordinates so the first thing a good leader learns is to listen and how his subordinates depend on him to succeed. Elite troops don't just happen it is a joint effort.

Response by SPC Saundra Teater made Sep 3 at 2018 8:35 PM

SPC Saundra Teater — Mon, 03 Sep 2018 20:35:08 -0400

What works one way does not mean it will always work the same way. Ive seen it too often. Being told to do it this way, but it’s not working because something else has been changed. You may see it, but still get told to do it the old way. If you try to bring up that it might not work, it’s worked every time before, you’re doing it wrong, you need to follow orders. And, they still might not see that it is still not going to work the old way. Not being open to change is hard when your job depends on others ahead of and behind you doing theirs.

Response by CPL Dave Hoover made Sep 4 at 2018 3:32 PM

CPL Dave Hoover — Tue, 04 Sep 2018 15:32:12 -0400

COL Mikel J. Burroughs understanding their authority. I explained to a half dozen CPL's the the Army gave you what authority you have because you are given responsibilities and they know in order for you to meet those responsibilities is to give you the authority, not for a power trip.

Response by SSG Donald H "Don" Bates made Sep 4 at 2018 5:09 PM

SSG Donald H "Don" Bates — Tue, 04 Sep 2018 17:09:54 -0400

I love the comments written below! Such wise words!!!

Response by LTC John Griscom made Sep 4 at 2018 5:22 PM

LTC John Griscom — Tue, 04 Sep 2018 17:22:07 -0400

Micro-managing every detail. If the troops have been trained properly, just give them the assignment and check them occasionally.

Response by SSG Rick Miller made Sep 4 at 2018 8:16 PM

SSG Rick Miller — Tue, 04 Sep 2018 20:16:44 -0400

The biggest mistake I've seen is pure arrogance. Just because you have the rank doesn't mean you know all. Know yourself, your strengths and weaknesses, know your people and theirs. Be fair, be consistent. You can be a hardass, but be one always. Take care of your people, don't let anybody else come down on them. You have a problem with one of my soldiers, you talk to me. Explain the what, the how, the when. Make damn sure the why is because I said so, not Top, not the LT, not anybody else. You stand up for your people, they'll follow you to hell and back.

Response by SGT Private RallyPoint Member made Sep 4 at 2018 8:28 PM

SGT Private RallyPoint Member — Tue, 04 Sep 2018 20:28:46 -0400

"Plan your work, and Work your plan"

Response by SGT Private RallyPoint Member made Sep 4 at 2018 8:36 PM

SGT Private RallyPoint Member — Tue, 04 Sep 2018 20:36:15 -0400

It is not book-learning young men need, nor instruction about this and that, but a stiffening of the vertebrae which will cause them to be loyal to a trust, to act promptly, and concentrate their energies in a good leader.
"Take a message to Garcia"

Response by SPC Gary Welch made Sep 4 at 2018 8:44 PM

SPC Gary Welch — Tue, 04 Sep 2018 20:44:19 -0400

We were out on the dismount squad assault course and we had this brand new butter bar who told me to take my squad and put them in a support by fire position but where he put us we would light up the other squad that was assaulting the trench I tried to tell him but he wouldn't listen the CO came up and saw this he told the LT to sit down and watch and would learn something after that he turned into a really good plt ldr

Response by SSG Kristell Lee made Sep 4 at 2018 8:51 PM

SSG Kristell Lee — Tue, 04 Sep 2018 20:51:46 -0400

Not admitting they didn't know it all

Response by PO1 Robert George made Sep 4 at 2018 8:59 PM

PO1 Robert George — Tue, 04 Sep 2018 20:59:05 -0400

listen...can't hear what others are saying when your gums are flappin. there's always somebody that's been there, done that.
allow the problem/issue to be solved at the lowest practicable level.
leading a unit is like driving a team of horses...get better results when you guide them than jerking on the reigns.
you're the leader not the do-er. can't get a handle on the whole picture when you're getting your hands dirty.
you're their leader not their buddy. be engaged not involved(til necessary). each member of the unit is more than their service jacket.

Response by SGT Everett M. Cheney made Sep 4 at 2018 9:15 PM

SGT Everett M. Cheney — Tue, 04 Sep 2018 21:15:18 -0400

Failure to own it. Failure to take responsibility and take one for the team , so you can address it among your men later . Failure to step between your men and the shit that’s coming to be that buffer that they don’t even realize they have . It doesn’t need to be a “ like at me “ thing just between you and the brass take it on and keep it from the boys . Praise publicly , correct privately . Allow men to retain their manhood , never belittle , never gushingly over praise but when it’s earned , be open and honest in recognizing excellence.
Damn I could go on all day on this very subject .
Doc out

Response by CH (CPT) James L. Machado Workman made Sep 4 at 2018 9:16 PM

CH (CPT) James L. Machado Workman — Tue, 04 Sep 2018 21:16:11 -0400

Biggest mistake-forgetting what it’s like to be the “follower.”

Response by SGT Everett M. Cheney made Sep 4 at 2018 9:17 PM

SGT Everett M. Cheney — Tue, 04 Sep 2018 21:17:04 -0400

Sir ,
Exactly . I’d follow you based on that , anywhere . Well said

Response by Cpl Raymond Hottinger made Sep 4 at 2018 9:43 PM

Cpl Raymond Hottinger — Tue, 04 Sep 2018 21:43:31 -0400

Being hot and cold or trying to be your friend one day and knife you in the back the next. This is a serious problem in both the military and civilian worlds.

Response by SrA Alan Dirk Scott made Sep 4 at 2018 10:24 PM

SrA Alan Dirk Scott — Tue, 04 Sep 2018 22:24:04 -0400

Inexperienced Officers not listening or even soliciting input from very experienced non-coms

Response by SP5 Dennis Loberger made Sep 4 at 2018 10:32 PM

SP5 Dennis Loberger — Tue, 04 Sep 2018 22:32:24 -0400

A leader has often missed the fact that people have to be led from where the person they are leading is at. Learning comes in stages and often don't get what they need as they proceed through their learning. Initially new learners are gung ho and require only clear directions and direct supervision. As they attempt the new task they often find the task more difficult than they expected. At this point, they need more than a repeat of directions originally given. They also need support and encouragement so the frustration doesn't overwhelm them. The more they practice the more proficient they become. To continue to push them along they need less technical support, but need praise as they master it. Once fully proficient they need virtually no supervision and merely an expression of appreciation for their help in achieving the mission. This requires a leader to be able to assess where the individual is at and change what they provide. Many leaders don't seem to understand this and have only one gear, providing what is needed at only one stage. High supervision is necessary early for success but should diminish as proficiency improves. Expression of faith in their ability is needed to overcome sticking points in learning as frustration increases but is not needed once the task is mastered. Masters require virtually no support but an expression of appreciation will keep them going at a high level.

Response by LTC Stephan Porter made Sep 4 at 2018 11:16 PM

LTC Stephan Porter — Tue, 04 Sep 2018 23:16:38 -0400

There are A LOT of good comments here.

Not doing what we say and teach and not following/living/internalizing the values our military service try to instill.

Forgetting where you came from; not learning to be led before becoming a a leader.

Being filled with too much import; brow beating juniors with your rank; not following the mission given because of disagreement with it or the one giving it.

Thes are but a few, however they are the ones that I encounter regularly!

Response by SGT Breck Wilson made Sep 4 at 2018 11:45 PM

SGT Breck Wilson — Tue, 04 Sep 2018 23:45:22 -0400

Caring more about individual recognition or their next promotion and not the actual well-being of their Men.

Response by Nicci Eisenhauer made Sep 4 at 2018 11:53 PM

Nicci Eisenhauer — Tue, 04 Sep 2018 23:53:12 -0400

I'd say, "Transitioning and thinking the military leadership and management style translates to the civilian workforce." Since I'm a civilian, I can't comment on military leadership in AD, but I can say that there are sad truths in the civilian workplace to which one must adjust: Clipped sentences are perceived as being "abrupt" versus efficient (this seems elementary, but it's actually not); the private sector is competitive and does not necessarily allow for mentoring someone into your pins -- you might not advance for years... and they might surpass you, unexpectedly -- unless you are in a very controlled business, "chain of command" may have blurry lines. It is more common in the civilian workforce to witness the decisionmaking. You're likely to be closer to the Generals than ever before. Situations are fluid and adjust-fire happens quite frequently, often that can seem like "who the ---- is in charge here? Anyone? Can we stick with a plan?" Don't assume that adjustments are foolhardy, you're not 9 people from the top anymore... maybe 4 or 5 (you hope!) Happy transitioning. (Oy, right?) That said, read through these awesome comments and great leadership is here. (One word of caution: "ass-chewing" -- no bueno in civilian space. Even if you're the big boss. Especially so.)

Response by Lt Col Bg Smith made Sep 5 at 2018 5:21 AM

Lt Col Bg Smith — Wed, 05 Sep 2018 05:21:52 -0400

The one I witnessed most often is many leaders, formal and informal, did not understand their impact on their followers. Followers take on the personalities and behaviors of their leaders, especially strong ones, but even weak ones. Consequently a lot of leaders I encountered did things that were contrary to the greater good, and ultimately themselves. Leadership behavior speaks louder than any words. When you lead, you are watched and immulated, either consciously or unconsciously.

Response by SSG Bob Klement made Sep 5 at 2018 7:13 AM

SSG Bob Klement — Wed, 05 Sep 2018 07:13:08 -0400

It's really difficult to say truly any one mistake that leaders make because there are so many styles of leadership and at different levels. Lower, mid and senior enlisted, warrant and commissioned in different career fields have things that are unique to those positions.
There are times that you have to let someone make a mistake so that it can be properly used as an education opportunity, not just for the individual, but for those around them.
One of my biggest pet peeves are those who hoard information so they have an advantage over someone else and it doesn't allow for growth. Politics and egos are generally the root cause of this type of behavior. All of us, regardless of rank, have an obligation to train. Those who we train are our future leaders and our legacy. It would be common sense to train the best way possible to maintain a strong, proficient fighting force.
With that being said, their is a time and reason for stronger discipline. The punishment needs to be in line with the infrastructure. Just because someone failed to clean a firearm correctly doesn't mean that you have them painting rocks for two weeks. Take that individual to the armory and work with the individual on a few weapons so they know how to do it correctly and then they clean the rest of the weapons of that type in the armory. Painting rocks creates distrust and anger. Teaching someone to clean weapons the correct way saves lives either on the training range or on the battlefield. That individual will remember that day and skill for the rest of their life.

Response by SPC Private RallyPoint Member made Sep 5 at 2018 8:47 AM

SPC Private RallyPoint Member — Wed, 05 Sep 2018 08:47:12 -0400

I actually wrote a paper on this. The biggest thing that I see is leaders not being developed. We have a LOT of bosses and managers in the Army, and very few LEADERS. A Leader not only focuses on accomplishing their tasks and delegates what they cannot do themselves, but they also get to know their subordinates not only on a professional level, but a personal one as well. In the military, a leader is charged with providing task, purpose, and motivation. The issue here is we get a lot of task, no motivation whatsoever, and a purpose of "because I said so" with no inclination toward the bigger picture. Toxic leaders breed toxic leaders. This is the unfortunate reality. And until we start developing leaders to actually lead, we will continue to have toxic leaders, or rather, bosses and managers.

Response by SFC Robert Walton made Sep 5 at 2018 9:29 AM

SFC Robert Walton — Wed, 05 Sep 2018 09:29:12 -0400

When I was a young Sgt. I was assigned to take over Small Arms Maint. I had some experience but not a lot. I met all of the team and thought this is great I have three guys working there and PFC and above. One Female SPC 4(P) Hews Also a SPC 4 waiting to goto the board SPC Carpenter. I spent about 4 weeks watching and listening (learning if you will). Then I kinda hooked up with Carpenter Very sharp. SPC Hews was a reassign from wheel mech. Due to an Injury. I had assigned Hews to work on specific weapons from time to time she never accomplished not one of them so the counseling paper work was used. I relied a lot on Carpenter and found out he was doing the Jobs that Hews was assigned to. Hews was running the show Kinda. I managed to get Carpenter to the Board so he was and E-4(P) I received orders for Germany I went to the 1SGT. and Ask if we could Promote Carpenter to CPL. So when I left you had a NCO in charge. Pretty much all I had seen Hews do was paper work and listened to the rest of the team and they said she did not do Maint. on weapons. 1SGT. Checked with the PLT SGT. and others then put the paperwork together to get Carpenter promoted to CPL. long story short before Carpenter got Promoted Hews went to the PLT LDR and filed a charge against me for not treating here fairly. Now I was in a spot had to see the 1SGT. end explain things and took all the counseling packets with me. 1SGT. Had hews report and made her aware of why the decision was made, First thing out of her mouth was yes you guessed it I am senior to him and know more. Being young and not the Brightest bulb in the package interupeted and ask a Hard question to prove my point (What is the caliber of a M60a1 MG. she automatically said 60 I just looked a the 1SGT. and He said SGT. your Dismissed go back to work. I figured that was going to reflect on my EER. Was informed that afternoon that Hews was sent back to the Wheel vehicle shop. 1SGT told me later that should be a lesson for you just because you are senior does not make you smart. end of story

Response by Cpl Tyler Therrien made Sep 5 at 2018 12:22 PM

Cpl Tyler Therrien — Wed, 05 Sep 2018 12:22:15 -0400

Expecting subordinates to do that which they are unwilling to do themselves
Not having their peoples backs when it hits the fan

Response by PO1 Robert George made Sep 5 at 2018 12:59 PM

PO1 Robert George — Wed, 05 Sep 2018 12:59:16 -0400

a leaders most important job?
train your replacement. Would you want to work for the person that replaces you?

Response by SFC Kenneth G. made Sep 6 at 2018 2:00 PM

SFC Kenneth G. — Thu, 06 Sep 2018 14:00:20 -0400

As a young SGT, just pinning on his stripes, I was top of the heap, king of the hill, so I thought. I wondered why it was hard to get subordinates to respect me and get the job done the way I wanted it done in a timely manner. After about 3 months, I finally figured out the difference in a boss and a leader. After speaking with a couple of senior NCO's, they directed me in the right direction. If you ask for opinions from your subordinates, you just might find out that they may have some pretty good ideas on how to get the job done. As I grew in the NCO Corp, I also developed my subordinates in the same manner so that they could learn from my mistakes. Be a leader and not a boss. You are not always right because you wear the stripes.

Response by TSgt James Carson made Sep 6 at 2018 8:57 PM

TSgt James Carson — Thu, 06 Sep 2018 20:57:25 -0400

Watch what you tweet. American voters should know who is lying and will find out that you did nothing wrong or you need to lawyer up. Check facts first. Many of the politicians throwing stones at the President need to look into their own missteps and in some cases be placed in jail for their threats to the President, family or people close to the President. Last of all, I don't care for much of the nothingness that has gone on. I do very much like the accomplishments this man has gotten done so far. He's done more in his short time in office than any other President in my lifetime.

Response by Cpl Jeff Ruffing made Sep 8 at 2018 10:03 PM

Cpl Jeff Ruffing — Sat, 08 Sep 2018 22:03:35 -0400

Oh My God! Where is my list! Pet peeve I would say is “leaders” who take ALL the credit for what their people do, and give no recognition to their people. Stand there in front and recieve medals and nothing filters down to the ones that actually made this “leader” look good. Then, throw their people under the bus when something goes south. In other words, when it’s right it’s because of their “leadership” if it’s wrong, it’s because of a shitbird, not their fault. The other pet peeve is “leaders” who are jealous of the subordinates because they can do it better, or hogging information so the subordinates can’t do their job. Then the “leader” steps in to be the hero. I need to stop because if not, this list would be a mile long. Their are a lot of “leaders” that are shitbirds, and because you’re the subordinate you have to eat their shit sandwich they dole out.

Response by Cpl Jeff Ruffing made Sep 8 at 2018 10:22 PM

Cpl Jeff Ruffing — Sat, 08 Sep 2018 22:22:38 -0400

OMG! Where is my list! I’ll narrow this down so this post isn’t a mile long. If you’re gonna be a “Leader” then accept the good with the bad. Don’t stand in front of the formation getting a medal for what your peeps do for you and don’t recognize your peeps. They got you the medal. Be sure they get something, mostly recognization. When something goes wrong, be a “leader”and accept the fault. You didn’t make it happen, don’t blame your peeps. Your peeps will know who screwed it up and they will deal with that individual on there own terms. If you accept the blame, your peeps will respect you more. Don’t be that “leader” who swallows all the glory selfishly, not letting it flow downhill, and hiding behind your scapegoat when something goes wrong. Also, don’t squash your subordinates if they are better at doing something than you are. Don’t withhold information from your subordinates for you to step in and be “the hero”. Remember, a bullet can take you out just as easy as it can take out your subordinates. You don’t want to lose all your men in a dangerous situation because of your ego. Then you’ll be known as Custer. Read Chesty Pullers autobiography. Storming Norman’s autobiography. It’s not about “YOU”, it’s about how you bring your subordinates to shine. Your peeps can make or break you. Don’t be hated cause you are a prick. Be respected because you are hard, but, fair.

Response by CW3 Dick McManus made Sep 9 at 2018 3:48 PM

CW3 Dick McManus — Sun, 09 Sep 2018 15:48:54 -0400

When AWOL Bush’s Chairman of the Joint Chiefs of Staff, General Pace and SecDef Rumsfeld were interviewed on TV about the role of US soldiers in regard to war crimes by Iraqi soldiers or other Iraqis, Gen. Pace stated that US soldiers have an ethical duty get involved and try to prevent or stop war crimes in progress. This implied the arrest of the alleged war criminals and starting an investigation of the event by US MPs, the Commanders who has operational control over the area, and/or the military criminal investigation command. Gen. Pace's by making this public statement had just in affect/effect given a verbal order which was not what was written in Army regulations. I could tell by Rumsfelds remarks on this subject that he did not agree with Gen. Pace order of ethical duty. Here is the URL/link to the video of the press conference.

http://www.c-spanvideo.org/program/190100-1

190100-1

Response by CW2 Michael Bodnar made Sep 10 at 2018 11:11 AM

CW2 Michael Bodnar — Mon, 10 Sep 2018 11:11:52 -0400

There's so many that come to mind but one that I can think right off the bat is not showing up and doing those tasks you're asking of your troops. I never ask someone to do something I myself am not willing to do. I think it speaks volumes that your troops see that you're willing to get your hands just as dirty as theirs. I also you use this opportunity to view my NCO's in action.

Response by SSG Harry Outcalt made Sep 20 at 2018 7:42 PM

SSG Harry Outcalt — Thu, 20 Sep 2018 19:42:29 -0400

No. 1 is by virtue of the rank does not make a leader, we have all seen them ... Wondered how they got the rank ,wondered how many will die under their leadership. I refer to those who think they are leader's simply because they wear the rank ....

Response by CW2 Private RallyPoint Member made Sep 30 at 2018 7:46 AM

CW2 Private RallyPoint Member — Sun, 30 Sep 2018 07:46:04 -0400

One thing I see a lot of leaders doing is treating others the way they have been treated in the past. This is especially unfortunate when they have had many negative experiences with leadership. I hate hearing that folks don't want to take care of their people because no one took care of them while coming up the ranks. Instead of taking the opportunity to provide a positive example, some folks latch on the opportunity to do to others what was done to them. Granted, I don't see many of these folks making it too high up the chain but it can still push good potential leaders out of the service early in their careers.

Response by MSG Private RallyPoint Member made Oct 20 at 2018 11:40 AM

MSG Private RallyPoint Member — Sat, 20 Oct 2018 11:40:15 -0400

Likership and painting themselves into a corner. I see alot of junior leaders allow deviations or validate weaknesses in their Soldiers that lead to the degradation of the section/squad or their own credibility. As a Senior leader I of course intervene when appropriate, but at times I feel they wait too long and depend too heavily on Senior Leaders to bail them out so they don't have to be the bad guy. The balance between a good Command Climate and standards and discipline can't just fall on the Senior leaders. More and more the newer generation of leaders seem to not buy into the Army framework either because they think they know better or they simply don't understand their role. Leaders at all levels need to apply their influence daily and ensure the standard as set and achievable and then hold subordinates to those standards. You may take a hit on morale, but the Soldiers and the Army will be better in the long run.

Response by PO2 Louis Fattrusso made Oct 30 at 2018 4:45 PM

PO2 Louis Fattrusso — Tue, 30 Oct 2018 16:45:13 -0400

Not appreciating the effort level their workers put out. Only showing interest in results.

Response by SSgt Daniel d'Errico made Nov 9 at 2018 11:42 PM

SSgt Daniel d'Errico — Fri, 09 Nov 2018 23:42:13 -0500

One of the most major mistakes I've seen my leaders make, is they don't listen to their people. The people under these leaders are more informed and knowlegable than some leaders make them out to be. Just because your rank has made you a leader, doesn't mean you have the experience or knowlege, like the mid grade NCOs. The advice I gave to young academy cadets on summer tours, was once you graduate, arrive at your first duty station, you need to listen to the mid grade NCOs. Being human, inexperienced and some times just plain dumb, is nothing to be ashamed of. Once you show them, you're willing to take their advice in decision making, they'll be more than helpful to you. But if that one Lt/Capt. Knowitall, fails to see the writing on the wall. Well step back and let him make the big crap hit the fan.

Response by SGT Ivan Igitol made Nov 20 at 2018 7:45 PM

SGT Ivan Igitol — Tue, 20 Nov 2018 19:45:38 -0500

Spoken like a true leader sir!!

Response by SGT Private RallyPoint Member made Mar 24 at 2019 4:44 PM

SGT Private RallyPoint Member — Sun, 24 Mar 2019 16:44:14 -0400

Personally I believe that (in my experience) the biggest failure of leaders today is giving up on their soldiers. Counting a soldier out because they are going through a personal/family crisis, writing a negative 4856 for any deficiencies observed when the soldier has never even believed a positive counseling statement actually exists, and easily starting the process of chaptering out the soldier with no form of guilt that your leadership has failed them in many regards. Every case is different just as every soldier/leader is unique but the core components of providing them with every avenue of help to correct the problem is something expected from anyone in a leadership position. If you have tried everything to mediate, correct, teach, guide, mentor, listen, and communicate effectively all in the support of that soldier then their actions will decide their fate without any fault on your part as a leader. Unfortunately, most of the circumstances of a soldier not climbing back up to the standard and beyond can be traced to a period of performance declination that wasn’t addressed by hands on oversight (even it be personal time/weekends). A high speed super soldier is barely a minuscule example of their potential when they feel their leader doesn’t have their back and best interests above all else.

Response by SFC Casey O'Mally made Mar 24 at 2019 5:33 PM

SFC Casey O'Mally — Sun, 24 Mar 2019 17:33:22 -0400

Zero defects mentality.
This is doubly manifested. First, a leader who punishes honest mistakes while attempting to accomplish a mission discourages initiative.
Second, a leader who is not willing to be screwed up themselves will naturally micromanage their subordinates to ensure they don't screw up - because as their leader, their screw-ups are his (her) screw-ups.

This zero defects mentality is the root cause of 90% of micromanagement, but it goes above and beyond just micromanagement, which is bad enough in and of itself.

Response by SPC Gerardo Soriano made Nov 13 at 2021 3:27 AM

SPC Gerardo Soriano — Sat, 13 Nov 2021 03:27:45 -0500

I was a driver of a M113 APC. When we went to NTC ( National Training Center ) we were going to make a run while riding HOT ( live rounds ). My Tank commander told me to haul ass and I yelled through the M113's radio that he needs to, he didn't let me finish what I was wanting to tell him while he kept yelling " kick it in the a** private which I was a Pfc. so I pulled the levers to stop my M113 and with a loud yell told him, hey Sergeant you have to take off your 50 cal. Barrel plug off of the end of the barrel. I saw him turn red as a tomato and after our HOT run he thanked me and said that this never happened and this is the first time I've ever mentioned it
Honestly a true story

Response by Lt Col Jim Coe made Nov 13 at 2021 11:39 AM

Lt Col Jim Coe — Sat, 13 Nov 2021 11:39:25 -0500

Two related errors: micromanagement and lack of delegation. To me this means the leader doesn’t trust subordinates. Happens when a new leader is very technically proficient and doesn’t trust or challenge subordinates to do the work to his standard. Leader takes on too much lower-level work to make sure it’s done right. Subordinates don’t learn to do the jobs themselves. Leader overwhelmed with details and doesn’t look ahead to plan at higher level.
Solution: leader assumes risk of delegating. Also work with next higher level leader to let them know the subordinates are being trained.