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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Good Morning Mikel,
Great post and perfect timing for the yearly personal & professional game plan review.
As a team member I find Healthy Habit No 6. most leading towards success. Be honest with leadership when sharing your desired goals, let them know what fuels you and how this gave prior short & long term success. Encompass this effective behavior into your revised game plan and stay with it.
You're in it together and you will know based on response if you are with the right team.
Wishing all of us a happy 2019 year, full of success, love, health, wealth and joy.
May God bring us all the best,
Samantha
Great post and perfect timing for the yearly personal & professional game plan review.
As a team member I find Healthy Habit No 6. most leading towards success. Be honest with leadership when sharing your desired goals, let them know what fuels you and how this gave prior short & long term success. Encompass this effective behavior into your revised game plan and stay with it.
You're in it together and you will know based on response if you are with the right team.
Wishing all of us a happy 2019 year, full of success, love, health, wealth and joy.
May God bring us all the best,
Samantha
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COL Mikel J. Burroughs
Great pick Habit No. 6 Samantha S. Knock them dead come review time and you have an awesome 2019 as well. Check this post out and I'd like to see what you have in store for 2019.
https://www.rallypoint.com/status-updates/4238688
https://www.rallypoint.com/status-updates/4238688
Quick Exercise to Capture Where you've been in 2018 and Where Your Headed in 2019! Describe in...
Quick Exercise to Capture Where you've been in 2018 and Where Your Headed in 2019! Describe in (Two Words) How Was Your 2018? What is Your Goals, Plans, and Objectives for 2019? (It can be short or long - it's up to You!) All Start us off: 2018 - Helping Veterans! 2019 - "Grow Victory for Veterans (VFV); Grow the "Warrior for Life" Group Support Program; Get More Veterans trained and higher through Etac.usveteranjobs.com; Grow the Military...
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100% Spot on - "People don't leave companies - they leave leaders!" Greg Savage
Also, I would reword the above statement this way - "People don't leave companies - they leave managers who fail to become courageous leaders!" Why, because frankly, leadership is often a subtle and intuitive process that the best learn to do naturally. Managers, are in my estimation simply numbers persons and at times uninspired and uninspiring. Often times they simply want to get from one "task" to the other in some fashion. While that "task management" as it was in the military has its place, the capacity to create vision and purpose is all about applied leadership.
I do many task every day, especially for our COO, yet those tasks are a joy (yes difficult at times), yet inspired by the end state of the mission that our team at http://www.warriorcentrichealth.com is on. A simple mission to improve veteran healthcare quality in the commercial healthcare space. More than the mission this team (https://warriorcentrichealth.com/leadership-3/) is one I am very inspired to support. In the 20+ years I have been retired from the US Navy, I have found few in my post-military life that I have come to trust more than this team! In fact, no one in my post-military life and especially our CEO (http://warriorcentrichealth.com/ronald/). Here is a man, obviously quite different from me, yet his grace and honesty and his total focus on the humanity of the mission we are on as a team of people with unique and complementary skills is as I reflect on it much like General Eisenhower's leadership was during WWII in leading a complex coalition of strong wills toward a unified objective. As an Senior Enlisted, I don't throw around complements easily, and for good reason, but when they are warranted and justifiable they are offered with all the seriousness intended.
I wonder, if people today understand, truly understand the words "...content of their character...." I have come to appreciate those words more and more. I only hope, that the flaws in my character as 2019 emerges will continue to melt away only to be filled with the kind of content that shines forth to help others see what they can truly become!
I just want to say each member of the leadership team is a Champion! Perhaps that is why I love what I am doing in making data tell the kind of stories it is mean to tell.
COL Mikel J. Burroughs; Maj Marty Hogan; SMSGT Gerald "Doc" Thomas; SCPO Morris Ramsey; Nicci Eisenhauer; Lt Col Charlie Brown; LTC Stephen Conway; Maj William W. 'Bill' Price; LTC Stephen C.; LTC Stephen F.; COL Lee Flemming; Capt Dwayne Conyers; Kate Van Name; CMSgt (Join to see); MSgt Robert "Rock" Aldi; SSG Carlos Madden; SGT David A. 'Cowboy' Groth;
Also, I would reword the above statement this way - "People don't leave companies - they leave managers who fail to become courageous leaders!" Why, because frankly, leadership is often a subtle and intuitive process that the best learn to do naturally. Managers, are in my estimation simply numbers persons and at times uninspired and uninspiring. Often times they simply want to get from one "task" to the other in some fashion. While that "task management" as it was in the military has its place, the capacity to create vision and purpose is all about applied leadership.
I do many task every day, especially for our COO, yet those tasks are a joy (yes difficult at times), yet inspired by the end state of the mission that our team at http://www.warriorcentrichealth.com is on. A simple mission to improve veteran healthcare quality in the commercial healthcare space. More than the mission this team (https://warriorcentrichealth.com/leadership-3/) is one I am very inspired to support. In the 20+ years I have been retired from the US Navy, I have found few in my post-military life that I have come to trust more than this team! In fact, no one in my post-military life and especially our CEO (http://warriorcentrichealth.com/ronald/). Here is a man, obviously quite different from me, yet his grace and honesty and his total focus on the humanity of the mission we are on as a team of people with unique and complementary skills is as I reflect on it much like General Eisenhower's leadership was during WWII in leading a complex coalition of strong wills toward a unified objective. As an Senior Enlisted, I don't throw around complements easily, and for good reason, but when they are warranted and justifiable they are offered with all the seriousness intended.
I wonder, if people today understand, truly understand the words "...content of their character...." I have come to appreciate those words more and more. I only hope, that the flaws in my character as 2019 emerges will continue to melt away only to be filled with the kind of content that shines forth to help others see what they can truly become!
I just want to say each member of the leadership team is a Champion! Perhaps that is why I love what I am doing in making data tell the kind of stories it is mean to tell.
COL Mikel J. Burroughs; Maj Marty Hogan; SMSGT Gerald "Doc" Thomas; SCPO Morris Ramsey; Nicci Eisenhauer; Lt Col Charlie Brown; LTC Stephen Conway; Maj William W. 'Bill' Price; LTC Stephen C.; LTC Stephen F.; COL Lee Flemming; Capt Dwayne Conyers; Kate Van Name; CMSgt (Join to see); MSgt Robert "Rock" Aldi; SSG Carlos Madden; SGT David A. 'Cowboy' Groth;
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Excellent read! Although the Fire Department is slightly different to most businesses, it still retains most of the same needs for management. I rather liked the comment CW3 Nick Koeppen made about “servant leadership” as well because it succinctly defines a style of leadership that tends to be incredibly effective.
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Good morning Colonel. After reading the article, I for one believe that as leaders, we have a responsibility to look at all aspects of our subordinates needs and to listen to their ideas. As a young soldier, I had a senior NCO ask me what I thought about a certain matter that affected our platoon. He listened to what I had to say as well as others and made adjustments to the plan. Our mission was accomplished without incident and the goal surpassed.
A leader needs to be a good follower first and foremost and a listener of others' ideas. We may have the title of "Boss" but we are always subordinate to the authority of others. Even Generals have a higher ups in the chain-of-command. And so it goes, when you're the boss, you still have someone to answer to.
Bad habits are easy to fall into if you allow them to develop. But when they are brought to your attention and corrective action is taken right away to alter that habit, it can be eradicated.
A leader needs to be a good follower first and foremost and a listener of others' ideas. We may have the title of "Boss" but we are always subordinate to the authority of others. Even Generals have a higher ups in the chain-of-command. And so it goes, when you're the boss, you still have someone to answer to.
Bad habits are easy to fall into if you allow them to develop. But when they are brought to your attention and corrective action is taken right away to alter that habit, it can be eradicated.
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COL Mikel J. Burroughs
Good afternoon LTC (Join to see) Great thoughts and wisdom - thank you Wayne!
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I worked for 20 years at one of Americas largest linen supply companies. My boss for the entire time was way beyond horrible. I would feel sick the day before going to work after the week end. I had the responsibility of a family and very sick child to care for. So leaving was not on option. This man would purposely get employees angry , he felt then they would put that anger into working harder. I took and early retirement just get away from him. I was lucky enough to get a job as facilities manager for another company , and they were180 degrees from my old boss. They were a pleasure to work for and going to work no longer made me feel sick. But one thing, no matter how bad the boss was, I always did as perfect work as possible. My father told me when I was young, " No matter what you do in life , be it at the top or the bottom always be and do your best."
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I can honestly say I have had only ONE horrible boss. And I hope I was never one!!!!
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Excellent topic with great quotes Col., thank you! Shared to FB ! This from Paul -
1 Corinthians 11:1 (KJV)
11 Be ye followers of me, even as I also am of Christ.
John 10:1-18 King James Version (KJV) Jesus exemplified great leadership !
1 Verily, verily, I say unto you, He that entereth not by the door into the sheepfold, but climbeth up some other way, the same is a thief and a robber.
2 But he that entereth in by the door is the shepherd of the sheep.
3 To him the porter openeth; and the sheep hear his voice: and he calleth his own sheep by name, and leadeth them out.
4 And when he putteth forth his own sheep, he goeth before them, and the sheep follow him: for they know his voice.
5 And a stranger will they not follow, but will flee from him: for they know not the voice of strangers.
6 This parable spake Jesus unto them: but they understood not what things they were which he spake unto them.
7 Then said Jesus unto them again, Verily, verily, I say unto you, I am the door of the sheep.
8 All that ever came before me are thieves and robbers: but the sheep did not hear them.
9 I am the door: by me if any man enter in, he shall be saved, and shall go in and out, and find pasture.
10 The thief cometh not, but for to steal, and to kill, and to destroy: I am come that they might have life, and that they might have it more abundantly.
11 I am the good shepherd: the good shepherd giveth his life for the sheep.
1 Corinthians 11:1 (KJV)
11 Be ye followers of me, even as I also am of Christ.
John 10:1-18 King James Version (KJV) Jesus exemplified great leadership !
1 Verily, verily, I say unto you, He that entereth not by the door into the sheepfold, but climbeth up some other way, the same is a thief and a robber.
2 But he that entereth in by the door is the shepherd of the sheep.
3 To him the porter openeth; and the sheep hear his voice: and he calleth his own sheep by name, and leadeth them out.
4 And when he putteth forth his own sheep, he goeth before them, and the sheep follow him: for they know his voice.
5 And a stranger will they not follow, but will flee from him: for they know not the voice of strangers.
6 This parable spake Jesus unto them: but they understood not what things they were which he spake unto them.
7 Then said Jesus unto them again, Verily, verily, I say unto you, I am the door of the sheep.
8 All that ever came before me are thieves and robbers: but the sheep did not hear them.
9 I am the door: by me if any man enter in, he shall be saved, and shall go in and out, and find pasture.
10 The thief cometh not, but for to steal, and to kill, and to destroy: I am come that they might have life, and that they might have it more abundantly.
11 I am the good shepherd: the good shepherd giveth his life for the sheep.
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I was a green 2LT in Germany pulling SDO for the first time. To make it even better; it was Saturday.
At 0810 or so the Mess Sergeant walks up and tells me the the GERMAN MPs didn't report. I I checked to SDO instructions, there was no guidelines for this problem. I asked the Mess Sergeant how many KPs he needed. He said 7. To my right was a board with a list of BN Extra Duty Soldiers. Hey there are 7 BN extra duty soldiers. When They reported I told them the they had the choice of painting rocks or pulling KP so their fellow soldiers could eat in their own Mess Hall.
To a man they choose to pull KP.
Monday Morning at BN PT the CSM hunts me down, he tells me that in showed good initiative. Wow my first Pat on the Back.
About 1000 I get called to the BN XO's office. I get my ass reamed for not reading the SDO instructions. Well there was just one problem with the XO's critique. There was no mention of what to do if I had a situation that was not covered by the SDO Instructions. This was the same man that told me robust my best judgement at gunnery at Grafenwohr.
.
At 0810 or so the Mess Sergeant walks up and tells me the the GERMAN MPs didn't report. I I checked to SDO instructions, there was no guidelines for this problem. I asked the Mess Sergeant how many KPs he needed. He said 7. To my right was a board with a list of BN Extra Duty Soldiers. Hey there are 7 BN extra duty soldiers. When They reported I told them the they had the choice of painting rocks or pulling KP so their fellow soldiers could eat in their own Mess Hall.
To a man they choose to pull KP.
Monday Morning at BN PT the CSM hunts me down, he tells me that in showed good initiative. Wow my first Pat on the Back.
About 1000 I get called to the BN XO's office. I get my ass reamed for not reading the SDO instructions. Well there was just one problem with the XO's critique. There was no mention of what to do if I had a situation that was not covered by the SDO Instructions. This was the same man that told me robust my best judgement at gunnery at Grafenwohr.
.
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