Posted on Oct 27, 2015
What is the impact of using troops as free labor?
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How many times have you been kept at work or kept someone at work even if there was no work being done?
Additionally what do you think about troops being kept late because the training meeting was still going on or someone decided to do something that day at the last minute? Do most supervisors even take into consideration giving their people a reliable schedule?
http://taskandpurpose.com/the-cost-of-treating-troops-as-free-labor-providers/?utm_source=facebook&utm_medium=social&utm_content=tp-facebook&utm_campaign=culture
Additionally what do you think about troops being kept late because the training meeting was still going on or someone decided to do something that day at the last minute? Do most supervisors even take into consideration giving their people a reliable schedule?
http://taskandpurpose.com/the-cost-of-treating-troops-as-free-labor-providers/?utm_source=facebook&utm_medium=social&utm_content=tp-facebook&utm_campaign=culture
Posted in these groups: 
Leadership
Time Management
Leadership Time Management
Posted >1 y ago
Responses: 17
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I never thought of troops as free labor. Nor did any of my commanders treat them as such.
One of my favorite commanders said we got paid by the month not the hour. If we have nothing to do, don't make shit up.
My rule of thumbs was formation at 0730. Everyone better have thier ass in formation at 0730 when I call the company to attention. If you are late there will be hell to pay. PT is part of your job as a grunt, PT during the work day.
One of my favorite commanders said we got paid by the month not the hour. If we have nothing to do, don't make shit up.
My rule of thumbs was formation at 0730. Everyone better have thier ass in formation at 0730 when I call the company to attention. If you are late there will be hell to pay. PT is part of your job as a grunt, PT during the work day.
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LTC (Join to see)
One of the best leaders I had, was a LCDR and our department head. At a department formation, he stated to everyone - including the Chiefs and DIVOs - if your guys are done with their daily tasks and have nothing to do - then don't have them here on the ship doing nothing.
I was an E-4 at the time and I have carried that mantra with me throughout my military career - even though it's gotten me in trouble a few times with higher leadership who felt that we had "clock" hours.
I was an E-4 at the time and I have carried that mantra with me throughout my military career - even though it's gotten me in trouble a few times with higher leadership who felt that we had "clock" hours.
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The article hits a couple points but it misses the mark on them.
It starts strong when it talks about the value of resources, specifically labor. It's a finite resource, which can be wasted when employed on tasks which are blow that cost. In essence the Opportunity cost ideal. It doesn't make sense to use Trained Labor for Untrained Tasks, and it doesn't make sense to use Supervisors for Labor, nor Managers as Supervisors, etc.
This is something the military struggles with because of our overarching and overwhelming philosophy of "Mission Accomplishment." It is however tempered with "Troop Welfare" which acts as the flip side to that same coin.
Now it highlights two specific examples, the first is "Firewatches," and the second is the "15 minutes prior (to the 15 minutes prior)" issue. Both of those are actually rooted in pragmatism, and serve actual need. They ADD to Mission Accomplishment, and if used correctly do NOT detract from Troop Welfare.
Firewatch is the default Watchstander duty and imbues (for lack of a better word) a sense of Vigilance. EVERY Marine stands watch, from the Private (& Recruit), to the Commander. Every single one of us is entrusted with the lives of our fellow Marines, whether we are at (relative) Peace, or deployed in combat conditions. General Amos was maintaining a level of vigilance which was lost on many because it wasn't adequately explained what the purpose of this Watch was for. This is the first of our Sacred Trusts, even before we get our Rifles. It is our first General Order.
Now, the 15 minutes prior, is often horribly executed, and every organization is just bad at this. The military is no exception. Leadership has to reign it in, and good Leadership does. But in that 15 minutes, auxiliary information is shared. As 1stSgt (Join to see) said there was a formation every day at 0730. We formed up at 0715, and our Platoon passed word that was pertinent to US. It was (also) a chance to let our boss know of any issues that might affect him should the 1stSgt bring them up. Nothing worse than getting blindsided by the Co CO or 1stSgt in the morning.
The big issue however is when schedules get adjusted, "incrementally" and it creates the appearance of wasted time. That was more often the culprit than anything.
No one wanted to blindside anyone with last minute taskers at the end of the day. Everyone had family, and if anyone knew something was coming down the pipe, every effort was made to get ahead of it well before hand. Through the fog of Nostalgia, I'd say 90%+, and I'd be really surprised if we didn't get our folks out the door within 15+/- minutes 80% of their expected departure time over my 8 years.
It starts strong when it talks about the value of resources, specifically labor. It's a finite resource, which can be wasted when employed on tasks which are blow that cost. In essence the Opportunity cost ideal. It doesn't make sense to use Trained Labor for Untrained Tasks, and it doesn't make sense to use Supervisors for Labor, nor Managers as Supervisors, etc.
This is something the military struggles with because of our overarching and overwhelming philosophy of "Mission Accomplishment." It is however tempered with "Troop Welfare" which acts as the flip side to that same coin.
Now it highlights two specific examples, the first is "Firewatches," and the second is the "15 minutes prior (to the 15 minutes prior)" issue. Both of those are actually rooted in pragmatism, and serve actual need. They ADD to Mission Accomplishment, and if used correctly do NOT detract from Troop Welfare.
Firewatch is the default Watchstander duty and imbues (for lack of a better word) a sense of Vigilance. EVERY Marine stands watch, from the Private (& Recruit), to the Commander. Every single one of us is entrusted with the lives of our fellow Marines, whether we are at (relative) Peace, or deployed in combat conditions. General Amos was maintaining a level of vigilance which was lost on many because it wasn't adequately explained what the purpose of this Watch was for. This is the first of our Sacred Trusts, even before we get our Rifles. It is our first General Order.
Now, the 15 minutes prior, is often horribly executed, and every organization is just bad at this. The military is no exception. Leadership has to reign it in, and good Leadership does. But in that 15 minutes, auxiliary information is shared. As 1stSgt (Join to see) said there was a formation every day at 0730. We formed up at 0715, and our Platoon passed word that was pertinent to US. It was (also) a chance to let our boss know of any issues that might affect him should the 1stSgt bring them up. Nothing worse than getting blindsided by the Co CO or 1stSgt in the morning.
The big issue however is when schedules get adjusted, "incrementally" and it creates the appearance of wasted time. That was more often the culprit than anything.
No one wanted to blindside anyone with last minute taskers at the end of the day. Everyone had family, and if anyone knew something was coming down the pipe, every effort was made to get ahead of it well before hand. Through the fog of Nostalgia, I'd say 90%+, and I'd be really surprised if we didn't get our folks out the door within 15+/- minutes 80% of their expected departure time over my 8 years.
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Time tested & proven concepts are lost on some leaders. I've had 1SGs in the past that have held Soldiers in limbo until 1700 or whatever COB was that day. That, compounded with other aggravating factors (poor leadership decisions), drove morale into the ground. The current command team has rebuilt the unit on trust and respect (it goes both ways). The unit trains to standard and not time (sound familiar?). If we need to stay because the old man has something to put out, we stay. No one complains because they know that tomorrow if the work is done at 1500 and the command team doesn't need to put anything out, they will see an early release. Accountability is maintained through a healthy sense of competition (who wants to be the platoon that holds everyone up?). Additionally, if one platoon is deficient we will release the unit and hold that platoon back to correct their deficiencies.
The onus is one all leaders to not perpetuate the bad leadership that we have experienced in the past. Give your subordinates the leadership they deserve. They will rise to the level of your expectations and emulate the example you set.
The onus is one all leaders to not perpetuate the bad leadership that we have experienced in the past. Give your subordinates the leadership they deserve. They will rise to the level of your expectations and emulate the example you set.
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