Posted on Jul 21, 2015
Why Does Leadership Fail: 4 Horrible Bosses & 6 Healthy Habits?
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RP Members, Connection, and Friends here is another great article on Leadership that fell into the dark hole of RP back in Jul 2015, but it is a great article (all below) that is worth sharing.
Why Does Leadership Fail: 4 Horrible Bosses & 6 Healthy Habits SEE ENTIRE ARTICLE BELOW
By Dr Pete Stebbins
Psychologist & Executive Coach
"People don't leave companies - they leave leaders!" Greg Savage
Did you know that we spend 34% of our lives (approximately 228,708 hours!) at work? Given how much time we invest in our work it is important to be in a job we are happy with, and even more important to have a Champion Boss (or be a Champion Boss if you are a manager yourself!).
Horrible Bosses: Four Leadership Patterns to Avoid
We all know what it is like to have a Horrible Boss – either through firsthand experience or through friends and colleagues. Check out these four common types of horrible bosses:
The 'Laissez-Faire' Leader
Laissez-Faire is a French term which translated means: “let it be” or “let them do as they will”. With this definition in mind you can easily imagine the dysfunctional leadership characteristics of the Laissez-Faire leader. Their preference is to avoid responsibility and not interfere with anything either above or below them in the organisational structure. In management meetings they avoid sharing their opinions and go with the status quo. When interacting with their staff they do not provide feedback, do not follow-up on requests for help, do not communicate their views about important issues and remain vague and elusive.
The impact of this style of leadership on staff is quite destructive, with increased withdrawal behaviours among staff who show low discretionary effort and poor performance, eventually leading to complete disengagement and team dysfunction.
The 'Popular' Leader
The popular leader may not initially seem like a dysfunctional leadership style. Popular leaders are, by definition, focused on being ‘liked’ by their staff. As such, their leadership style has some upsides, namely high support and a very strong focus on positive interpersonal relationships.
However the downsides of a popular leader are low focus on core business, neglect of performance management, avoidance of tough conversations, and a team vs corporate or ‘us and them’ mentality. The impact on staff working with a popular leader is initially positive with high discretionary effort among staff to follow directions. However, the over focus on relationships and the lack of focus on core business invariably leads to poor team performance. Instead of addressing the issues, the popular leader engages in upwards bullying by blaming other teams and more senior leaders for issues rather than taking responsibility and accountability.
The 'Command and Control' Leader
Command and Control Leaders, as the name suggests, take the necessary management responsibility of organising and directing teams to unhealthy and extreme levels. The one redeeming characteristic of a Command and Control leader – high clarity – is completely overwhelmed by the negative characteristics of low perceived support, low engagement, poor communication, neglect of developmental feedback, and an over-emphasis on corrective feedback. The impact of this dysfunctional leadership style on the team is vast and includes a stigma about reporting personal problems, low discretionary effort, low innovation, increased withdrawal behaviours, fear, intimidation and conflict.
The 'Follow The Rules' Leader
What’s wrong with a leader following the rules, I hear you say? Nothing at all – unless of course it is taken to the extremes and becomes the only focus of leadership activity at the neglect of everything else. The ‘Follow The Rules’ leader is characterised by a strong focus on rules and procedures, low perceived support, a reactive people focus, high clarity, everything is black or white, and low engagement. When under pressure, they tighten adherence to the rule.
The impact of this dysfunctional leadership style on staff includes a reluctance to report problems, low discretionary effort, low innovation, increased withdrawal behaviours, harassment and conflict.
Champion Bosses: 6 Healthy Leadership Habits
While many of us may have had to work with one or more horrible bosses in our careers, we may have also worked with several Champion Bosses but in all the mayhem and confusion of work and life may not have realised it at the time.
A Champion Boss isn’t necessarily a boss who gives you everything you want but rather a boss who can bring out the best in you at work and make the workplace both engaging and profitable for the whole team. Champion Bosses are able to both (1) drive team performance and (2) effectively support staff by engaging in 6 Healthy Habits.
6 Healthy Habits for Champion Bosses
There are 6 Healthy Leadership Habits of Champion Bosses. 3 Habits help drive team performance and the other 3 Habits assist in effectively supporting staff.
Healthy Habits To Drive Team Performance
Healthy Habit No 1. Communicating Vision & Strategy
Champion Bosses have a great ability to regularly and clearly communicate to team members the short- and long-term vision and strategy of the organisation at both a global and team-specific level.
Healthy Habit No 2. Showing Credibility & Getting Results
Champion Bosses are able to effectively demonstrate their own competence and to perform their role and get the team to deliver credible results at both the team and organisational level.
Healthy Habit No 3. Providing Feedback & Development Opportunities
Champion Bosses are always on the look out for opportunities to give and receive both positive and constructive feedback as well as provide developmental opportunities to team members in a way that is fair and equitable to all.
Healthy Habits To Effectively Support Staff
Healthy Habit No. 4. Being Trustworthy
Champion Bosses are able to create an environment of honesty and trust by being an effective listener and never sharing in any negative gossiping. By being trustworthy, Champion Bosses help team members openly share their needs and concerns.
Healthy Habit No. 5. Providing Motivation & Encouragement
Champion Bosses have a great ability to motivate and encourage team members based on their individual needs and preferences. They are great at knowing what makes each individual ‘tick’ and can use friendly nicknames, jokes, small talk, and have goal driven conversations to make people feel encouraged and motivated at work.
Healthy Habit No 6. Supporting People’s Career & Personal Goals
Champion Bosses take the time to understand the career and personal goals of their team members and then provide feedback and support to help them when opportunities emerge.
Champion Bosses: What healthy habits does your boss have?
If we take a good hard look at our leaders (and ourselves) it is easy to find fault but not always as easy to see the Healthy Habits our Bosses may already have. It is just too easy to cut down the tall poppy when they try to change for the better, or crush the seeds of hope when only a few redeeming features may be evident.
One of my all time favourite sayings is about seeing the glass half full rather than half empty. I always try to encourage people to focus on the positive characteristics of their bosses. So take some time now to reflect and ask yourself the following questions:
How many different bosses have I had over the years and how would I rate each boss in terms of the 6 Healthy Habits to Drive Performance and Support Staff?
Focus on my current boss: (1) What habits are they already a Champion in? When was the last time I gave them some positive feedback about this? (2) What areas do they need to improve on and how could I support and encourage their Healthy Habits?
Focus on myself as a Boss (whether you are currently a Boss or may one day become a Boss): what are my strengths and development opportunities across each of the 6 Healthy Habits of a Champion Boss?
By taking the time to assess and support the 6 Healthy Habits of the Champion Bosses around you, as well as setting your own leadership growth goals, you will be on a path to greater success and happiness in your workplace!
Ride The Waves of Life!
Dr Pete
The Stress Surfer
Why Does Leadership Fail: 4 Horrible Bosses & 6 Healthy Habits SEE ENTIRE ARTICLE BELOW
By Dr Pete Stebbins
Psychologist & Executive Coach
"People don't leave companies - they leave leaders!" Greg Savage
Did you know that we spend 34% of our lives (approximately 228,708 hours!) at work? Given how much time we invest in our work it is important to be in a job we are happy with, and even more important to have a Champion Boss (or be a Champion Boss if you are a manager yourself!).
Horrible Bosses: Four Leadership Patterns to Avoid
We all know what it is like to have a Horrible Boss – either through firsthand experience or through friends and colleagues. Check out these four common types of horrible bosses:
The 'Laissez-Faire' Leader
Laissez-Faire is a French term which translated means: “let it be” or “let them do as they will”. With this definition in mind you can easily imagine the dysfunctional leadership characteristics of the Laissez-Faire leader. Their preference is to avoid responsibility and not interfere with anything either above or below them in the organisational structure. In management meetings they avoid sharing their opinions and go with the status quo. When interacting with their staff they do not provide feedback, do not follow-up on requests for help, do not communicate their views about important issues and remain vague and elusive.
The impact of this style of leadership on staff is quite destructive, with increased withdrawal behaviours among staff who show low discretionary effort and poor performance, eventually leading to complete disengagement and team dysfunction.
The 'Popular' Leader
The popular leader may not initially seem like a dysfunctional leadership style. Popular leaders are, by definition, focused on being ‘liked’ by their staff. As such, their leadership style has some upsides, namely high support and a very strong focus on positive interpersonal relationships.
However the downsides of a popular leader are low focus on core business, neglect of performance management, avoidance of tough conversations, and a team vs corporate or ‘us and them’ mentality. The impact on staff working with a popular leader is initially positive with high discretionary effort among staff to follow directions. However, the over focus on relationships and the lack of focus on core business invariably leads to poor team performance. Instead of addressing the issues, the popular leader engages in upwards bullying by blaming other teams and more senior leaders for issues rather than taking responsibility and accountability.
The 'Command and Control' Leader
Command and Control Leaders, as the name suggests, take the necessary management responsibility of organising and directing teams to unhealthy and extreme levels. The one redeeming characteristic of a Command and Control leader – high clarity – is completely overwhelmed by the negative characteristics of low perceived support, low engagement, poor communication, neglect of developmental feedback, and an over-emphasis on corrective feedback. The impact of this dysfunctional leadership style on the team is vast and includes a stigma about reporting personal problems, low discretionary effort, low innovation, increased withdrawal behaviours, fear, intimidation and conflict.
The 'Follow The Rules' Leader
What’s wrong with a leader following the rules, I hear you say? Nothing at all – unless of course it is taken to the extremes and becomes the only focus of leadership activity at the neglect of everything else. The ‘Follow The Rules’ leader is characterised by a strong focus on rules and procedures, low perceived support, a reactive people focus, high clarity, everything is black or white, and low engagement. When under pressure, they tighten adherence to the rule.
The impact of this dysfunctional leadership style on staff includes a reluctance to report problems, low discretionary effort, low innovation, increased withdrawal behaviours, harassment and conflict.
Champion Bosses: 6 Healthy Leadership Habits
While many of us may have had to work with one or more horrible bosses in our careers, we may have also worked with several Champion Bosses but in all the mayhem and confusion of work and life may not have realised it at the time.
A Champion Boss isn’t necessarily a boss who gives you everything you want but rather a boss who can bring out the best in you at work and make the workplace both engaging and profitable for the whole team. Champion Bosses are able to both (1) drive team performance and (2) effectively support staff by engaging in 6 Healthy Habits.
6 Healthy Habits for Champion Bosses
There are 6 Healthy Leadership Habits of Champion Bosses. 3 Habits help drive team performance and the other 3 Habits assist in effectively supporting staff.
Healthy Habits To Drive Team Performance
Healthy Habit No 1. Communicating Vision & Strategy
Champion Bosses have a great ability to regularly and clearly communicate to team members the short- and long-term vision and strategy of the organisation at both a global and team-specific level.
Healthy Habit No 2. Showing Credibility & Getting Results
Champion Bosses are able to effectively demonstrate their own competence and to perform their role and get the team to deliver credible results at both the team and organisational level.
Healthy Habit No 3. Providing Feedback & Development Opportunities
Champion Bosses are always on the look out for opportunities to give and receive both positive and constructive feedback as well as provide developmental opportunities to team members in a way that is fair and equitable to all.
Healthy Habits To Effectively Support Staff
Healthy Habit No. 4. Being Trustworthy
Champion Bosses are able to create an environment of honesty and trust by being an effective listener and never sharing in any negative gossiping. By being trustworthy, Champion Bosses help team members openly share their needs and concerns.
Healthy Habit No. 5. Providing Motivation & Encouragement
Champion Bosses have a great ability to motivate and encourage team members based on their individual needs and preferences. They are great at knowing what makes each individual ‘tick’ and can use friendly nicknames, jokes, small talk, and have goal driven conversations to make people feel encouraged and motivated at work.
Healthy Habit No 6. Supporting People’s Career & Personal Goals
Champion Bosses take the time to understand the career and personal goals of their team members and then provide feedback and support to help them when opportunities emerge.
Champion Bosses: What healthy habits does your boss have?
If we take a good hard look at our leaders (and ourselves) it is easy to find fault but not always as easy to see the Healthy Habits our Bosses may already have. It is just too easy to cut down the tall poppy when they try to change for the better, or crush the seeds of hope when only a few redeeming features may be evident.
One of my all time favourite sayings is about seeing the glass half full rather than half empty. I always try to encourage people to focus on the positive characteristics of their bosses. So take some time now to reflect and ask yourself the following questions:
How many different bosses have I had over the years and how would I rate each boss in terms of the 6 Healthy Habits to Drive Performance and Support Staff?
Focus on my current boss: (1) What habits are they already a Champion in? When was the last time I gave them some positive feedback about this? (2) What areas do they need to improve on and how could I support and encourage their Healthy Habits?
Focus on myself as a Boss (whether you are currently a Boss or may one day become a Boss): what are my strengths and development opportunities across each of the 6 Healthy Habits of a Champion Boss?
By taking the time to assess and support the 6 Healthy Habits of the Champion Bosses around you, as well as setting your own leadership growth goals, you will be on a path to greater success and happiness in your workplace!
Ride The Waves of Life!
Dr Pete
The Stress Surfer
Leadership Development
Education
Leadership
Vision
Trust
Edited 7 y ago
Posted >1 y ago
Responses: 28
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Sir, I was lucky enough to have several horrible bosses before I made E9 - and I say lucky because each of them taught me the things NOT to do as a boss. So - when I became "the boss" I knew so much about what NOT to do, there was no way I could do it wrong! :-)
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COL Mikel J. Burroughs
CMSgt Mark Schubert I believe we all got a some of that along the way - you can always learn from the worse!
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SSgt Boyd Herrst
Alright, we can’t see bad leaders aren’t good for anything because they serve to teach us to not be bad examples like they were ..
Flying high Chief !
Flying high Chief !
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SSgt Boyd Herrst
PO3 Craig Phillips
"Drunken Sailor"
What do you do with a drunken sailor,
What do you do with a drunken sailor,
What do you do with a drunken sailor,
Earl-eye in the morning!
[Chorus:]
Way hay and up she rises
Way hay and up she rises
Way hay and up she rises
Earl-eye in the morning
Shave his belly with a rusty razor,
Shave his belly with a rusty razor,
Shave his belly with a rusty razor,
Earl-eye in the morning!....
"Drunken Sailor"
What do you do with a drunken sailor,
What do you do with a drunken sailor,
What do you do with a drunken sailor,
Earl-eye in the morning!
[Chorus:]
Way hay and up she rises
Way hay and up she rises
Way hay and up she rises
Earl-eye in the morning
Shave his belly with a rusty razor,
Shave his belly with a rusty razor,
Shave his belly with a rusty razor,
Earl-eye in the morning!....
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After I aged more, I always thought if I lead by example, like I did with my kids, I will be more respected and a better leader. Some of my bosses were crude, insulting, big mouths. All they earned from me and most of the employees, was a lot of thinking they are in the wrong job. Some of them were old school, but in today's world, that dog won't hunt. Just knowing the process and how the job is supposed to be run won't cut it anymore to be in management. Just as it is in the military, if an employee has a bad attitude, or a habit of being late, or not knowing his job, they should be retrained and if they still don't fit in, let go. Example: I had a middle aged lady as one of my technicians. She called in sick a lot and made the same mistakes over and over. Me, as her male supervisor, had to treat her with kid gloves. She was not only a female, she was a minority female. The only way I could fire her was with documentation, dated and signed by her every time I called her in my office. She was accident prone also. I sent her to safety for more training and I had safety classes with her when we were on nights. Nonetheless, she continued with the same problems, including not following instructions while preparing a piece of equipment for maintenance. Sure enough, she screwed up and not only injured herself, but two maintenance technicians waiting to work on the equipment. This time, upper management and the safety department got involved. We had a meeting about her and because of my good documentation, I was able to fire her. She got very upset, and then told my bosses I had been sexually harassing her and making advances toward her. They knew she was lying, but they had to follow up. They found out she had done the same thing at her previous job. Not only that, but they found out she is lesbian and made the same claims about her previous manager. Time went on and the statute of limitations ran out and I could finally breathe. Had I not documented everything, and had her sign the documents after her training, nothing could have been done. It works the same way in the military.
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PO1 Robert George
PO3 Bob McCord - Pt D got a piece of her bridge blown away during Song Thanh '72 delivering VN Regulars to the beach off Quang Tri. I was on the Cayuga then and Pt D was 1000 yds in front of us. Lost 7 sailors from Bridge and CIC crews. We were told later that the VN changed to Black Pajamas and attacked the US Marines coming in over land. Had to bring in the ROK Marines to get them out.
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PO1 Robert George
PO3 Bob McCord - LOL! Been there, done that! Still got the scars on my knuckles to prove it! Pay attn to the damn pilot rudder or it'll getcha! Drove VP's and PL on the Cayuga, M6's and M8's on the Mobile. Much rather drive Mike boats-fewer bandaids on the knuckles.
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PO1 Robert George
PO3 Bob McCord - Hated that damn hook! The T & A crane didn't stand for what all the jokesters thought it did!
Just started coming off the skids with LHD's to carry the LCAC's when I left the Pt. D. Yeah I know about them long-haired mess cooks! Figured out that of 5 years with 1st ex I spent 8 mos at home. Ended up with 2 great daughters and many years of child support. Ever see a time when a couple old salts get together they don't start talking about the good old days!
Just started coming off the skids with LHD's to carry the LCAC's when I left the Pt. D. Yeah I know about them long-haired mess cooks! Figured out that of 5 years with 1st ex I spent 8 mos at home. Ended up with 2 great daughters and many years of child support. Ever see a time when a couple old salts get together they don't start talking about the good old days!
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PO1 Robert George
PO3 Bob McCord - Same here. My 'dress' lanyard got lost somewhere along the way but still have my working one. Can do most calls but don't have the wind for chow call anymore! Got my Buck on my belt as we speak and a snap hook with keys that i got in '72. Like anything else you acquire from the military old habits die slowly or not at all. Once a Boats always a Boats.
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Good habits are hard to develope. I notice its easy to fall into bad habits
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COL Mikel J. Burroughs
PO2 Mark Saffell You are absolutely correct and some leaders don't even know they have fallen into a bad habit. This is good information to share with Leaders and future leaders so they can become aware of some of these pitfalls. Leaders don't develop want to develop bad habits, so why not give them ammunition to refer to or keep as a reminder. Most of the stuff I published is already common knowledge and most of everyone has been through many leadership training sessions, seminars, classes, and education, but it never hurts to reflect on what doesn't work and what does from different perspectives, different authorities, and different authors. I'm always reminded of something or learn something from a different perspective. We don't have to stop learning do we?
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PO1 Robert George
The other part of 'good habits are hard to develop' is bad habits are to overcome and get rid of.
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Thank you for pulling this one up. People will stay with a job they don't like for a boss that they do. We constantly underrate the impact of the people leading us.
If you want to lead and motivate your people, know who they are. .Not just their names. That will tell you what's important to them and that is how to properly motivate someone.
If you want to lead and motivate your people, know who they are. .Not just their names. That will tell you what's important to them and that is how to properly motivate someone.
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I can't argue with those healthy Leadership habits. These are the types of tools we need to impart upon our younger leaders and not be afraid to have discussions with our peers when we see negative trends. Great Post thanks for sharing.
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I thought I had responded when you posted the original question, my friend COL Mikel J. Burroughs. I have always tried to lean from my own mistakes and the good and bad examples of leaders appointed over me.
I focused on learning and asking question when I didn't understand. I trained teammates and subordinates and was in turn trained by them.
As an infantry platoon leader, I led from the front and never asked my soldiers to do something I would not do - since we were in training I encouraged them to show initiative and we all learned from success and failures - in training.
Vengeance belongs the LORD
I try to remember that each person is created in the image of God and shoe respect to each.
During my military service and career I worked for a few terrible bosses and many great bosses. Even the terrible bosses had some redeeming characteristics.
1. The first bad boss was an old-school BG in 1984 who favored what was called dog and pony performances nock-step instruction and training. He was extremely critical of ingenuity once he had his mind fixed.
2. The second bad boss had many redeeming characteristics. This was in TRAFDOC at Fort Benning in 1986. The mentality was training to the test as opposed to focusing on developing the soldiers to be well-trained and prepared infantryman. I understood that measurable standards are important as a method of gauging success at training standards being met. An irony is that after company command and CAS3 I was given the leadership role of the Test and Evaluation platoon of seasoned senior drill sergeants who administered all testing required for qualification. I worked toi ensure fairness was applied - was not difficult since the NCOS were all top-notch.
3. The third bad boss, was a BG who played the race card surreptitiously. He promoted a black male LTC Colonel [friend of mine] who subsequently for defrauding the Federal government in a BAH scam. He promoted a friend of mine who was a black woman LTC to Colonel. She was gifted at organizing ceremonies but little else. She served the minimum requirement as COL before retiring. She was never offered a position as a Colonel. My wife was angry and I reminded her that I had only asked the LORD to be promoted to LTC and HE honored that.
4. The fourth bad boss was Colonel from a very wealthy Filipino family. He tended to needle people and could be obnoxious. A few months after I was mobilized - post 9-11-2001 - we were back in the Pentagon and staff work was focused on supporting the Army operation in early 2002. At a morning staff call [standing between cubicles] he tagged me to be involved in a contract assessment process, I respectfully reminded him that in civil life I was Federal contractor and didn't think I should be involved in contracting assessment. He unloaded on me and I heard a sigh of relief from the usual foil for his tirades [a friend who was an ARNG LTC] . :-)
This needling continued until an awards ceremony later that year when the Colonel was awarded an MSM for his valor on 9-11-201 in getting people safely out of the LOC which was flooding. I was getting awarded my third MSM and was next to him. After that things became more professional.
Thanks for mentioning me. my friend CPO Nate S.
FYI LTC Ivan Raiklin, Esq. Capt Seid Waddell Capt Tom Brown SFC William Farrell SSgt Robert Marx SSgt (Join to see) TSgt Joe C. SGT John " Mac " McConnell SP5 Mark Kuzinski SPC (Join to see) PO1 William "Chip" Nagel SP5 Robert Ruck SGT Michael Thorin CMSgt (Join to see) SFC Joe S. Davis Jr., MSM, DSLSGT (Join to see)
I focused on learning and asking question when I didn't understand. I trained teammates and subordinates and was in turn trained by them.
As an infantry platoon leader, I led from the front and never asked my soldiers to do something I would not do - since we were in training I encouraged them to show initiative and we all learned from success and failures - in training.
Vengeance belongs the LORD
I try to remember that each person is created in the image of God and shoe respect to each.
During my military service and career I worked for a few terrible bosses and many great bosses. Even the terrible bosses had some redeeming characteristics.
1. The first bad boss was an old-school BG in 1984 who favored what was called dog and pony performances nock-step instruction and training. He was extremely critical of ingenuity once he had his mind fixed.
2. The second bad boss had many redeeming characteristics. This was in TRAFDOC at Fort Benning in 1986. The mentality was training to the test as opposed to focusing on developing the soldiers to be well-trained and prepared infantryman. I understood that measurable standards are important as a method of gauging success at training standards being met. An irony is that after company command and CAS3 I was given the leadership role of the Test and Evaluation platoon of seasoned senior drill sergeants who administered all testing required for qualification. I worked toi ensure fairness was applied - was not difficult since the NCOS were all top-notch.
3. The third bad boss, was a BG who played the race card surreptitiously. He promoted a black male LTC Colonel [friend of mine] who subsequently for defrauding the Federal government in a BAH scam. He promoted a friend of mine who was a black woman LTC to Colonel. She was gifted at organizing ceremonies but little else. She served the minimum requirement as COL before retiring. She was never offered a position as a Colonel. My wife was angry and I reminded her that I had only asked the LORD to be promoted to LTC and HE honored that.
4. The fourth bad boss was Colonel from a very wealthy Filipino family. He tended to needle people and could be obnoxious. A few months after I was mobilized - post 9-11-2001 - we were back in the Pentagon and staff work was focused on supporting the Army operation in early 2002. At a morning staff call [standing between cubicles] he tagged me to be involved in a contract assessment process, I respectfully reminded him that in civil life I was Federal contractor and didn't think I should be involved in contracting assessment. He unloaded on me and I heard a sigh of relief from the usual foil for his tirades [a friend who was an ARNG LTC] . :-)
This needling continued until an awards ceremony later that year when the Colonel was awarded an MSM for his valor on 9-11-201 in getting people safely out of the LOC which was flooding. I was getting awarded my third MSM and was next to him. After that things became more professional.
Thanks for mentioning me. my friend CPO Nate S.
FYI LTC Ivan Raiklin, Esq. Capt Seid Waddell Capt Tom Brown SFC William Farrell SSgt Robert Marx SSgt (Join to see) TSgt Joe C. SGT John " Mac " McConnell SP5 Mark Kuzinski SPC (Join to see) PO1 William "Chip" Nagel SP5 Robert Ruck SGT Michael Thorin CMSgt (Join to see) SFC Joe S. Davis Jr., MSM, DSLSGT (Join to see)
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SSgt Boyd Herrst
LTC Stephen Ford; like you I was caught up in a sitrep with s’body at the top playing the “race card”. I was given an Airman’s APR to write because his report’g Official a friend of mine “kind of forgot”. There was no “kind of forgot about it.” He rdidn’t want to write a lie for a marginal performer and he was correct in his assessment according to his notes he attached
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SSgt Boyd Herrst
Had a tech difficulty here it closed before I finished... LTC S. Ford::
So I was expected to write a “false report.. I couldn’t do that.. I used SSGT ________ notes and gave the ratings for different boxes he should get. ;it was 4s and 5s and a 6. Which meant a referral APR and there better be an explanation..
SSGT ________,gave as honest a one
As he could.. That Cmdr that ordered the “lie-Ing” APR got promoted to a job beyond his capabilities in D.C. I finished it up and added that SSGT_____ left me these notes to provide as honest an APR as he would and that’s what I did.. I turned it to our new Cmdr myself.. I showed him the note from the former Cmdr instructing the other SSGT to perjure himself.
and the notes he left. (I think he hoped i’d Get saddled and i’d Use his notes.. [IMHO].)The new Cmdr was satisfied by the other SSGTs integrity to not lie in his notes but was upset he didn’t folkow through. I commented to the LCol that took over that if he had done it he was prob’ly thinking he’d catch heck for not writing the way that other cmdr wanted and that’s to perjure his self . So he timed it out that it was mislaid temporary. ..So the LCol didn’t recommend anything because the report wasn’t timely.. and thanked me for following through with. an
Honest APR.. like the SSGT would have wanted to submit.. ..As for the Airman in the APR i didn't Give him
Much sympathy.. seems he was bravo-foxtrot type of Airman in it for himself.. whining, tattling, & playing the “r-card whenever he could to get out of or get into would be to his advantage.. So the new Cmdr endorses the report . and sent it up the line for admission to the Airmsn’s records..?
So I was expected to write a “false report.. I couldn’t do that.. I used SSGT ________ notes and gave the ratings for different boxes he should get. ;it was 4s and 5s and a 6. Which meant a referral APR and there better be an explanation..
SSGT ________,gave as honest a one
As he could.. That Cmdr that ordered the “lie-Ing” APR got promoted to a job beyond his capabilities in D.C. I finished it up and added that SSGT_____ left me these notes to provide as honest an APR as he would and that’s what I did.. I turned it to our new Cmdr myself.. I showed him the note from the former Cmdr instructing the other SSGT to perjure himself.
and the notes he left. (I think he hoped i’d Get saddled and i’d Use his notes.. [IMHO].)The new Cmdr was satisfied by the other SSGTs integrity to not lie in his notes but was upset he didn’t folkow through. I commented to the LCol that took over that if he had done it he was prob’ly thinking he’d catch heck for not writing the way that other cmdr wanted and that’s to perjure his self . So he timed it out that it was mislaid temporary. ..So the LCol didn’t recommend anything because the report wasn’t timely.. and thanked me for following through with. an
Honest APR.. like the SSGT would have wanted to submit.. ..As for the Airman in the APR i didn't Give him
Much sympathy.. seems he was bravo-foxtrot type of Airman in it for himself.. whining, tattling, & playing the “r-card whenever he could to get out of or get into would be to his advantage.. So the new Cmdr endorses the report . and sent it up the line for admission to the Airmsn’s records..?
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Great article, illustrates how to avoid the pitfalls of different leadership styles.
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Healthy Habit No 1. Communicating Vision & Strategy
Healthy Habit No 2. Showing Credibility & Getting Results
Healthy Habit No 3. Providing Feedback & Development Opportunities
Healthy Habits To Effectively Support Staff
Healthy Habit No. 4. Being Trustworthy
Healthy Habit No. 5. Providing Motivation & Encouragement
Healthy Habit No 6. Supporting People’s Career & Personal Goals
After reading all of these healthy habits, I don’t have a ton to add. I would add one thing, the fact these traits all echo traits of a “servant leadership.” They also communicate good versions of some of the unhealthy traits described that the beginning of the article, especially “command and control.” The healthy version is providing a vision and strategy to achieve goals, leaving the how to the people accomplishing the task.
Great article COL Mikel J. Burroughs
Healthy Habit No 2. Showing Credibility & Getting Results
Healthy Habit No 3. Providing Feedback & Development Opportunities
Healthy Habits To Effectively Support Staff
Healthy Habit No. 4. Being Trustworthy
Healthy Habit No. 5. Providing Motivation & Encouragement
Healthy Habit No 6. Supporting People’s Career & Personal Goals
After reading all of these healthy habits, I don’t have a ton to add. I would add one thing, the fact these traits all echo traits of a “servant leadership.” They also communicate good versions of some of the unhealthy traits described that the beginning of the article, especially “command and control.” The healthy version is providing a vision and strategy to achieve goals, leaving the how to the people accomplishing the task.
Great article COL Mikel J. Burroughs
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