Avatar feed
Responses: 3
CSM Chuck Stafford
5
5
0
The reward for good work is more work - embrace the suck...but you got to be proactive and look out for yourself too
(5)
Comment
(0)
SFC Senior Civil Engineer/Annuitant
SFC (Join to see)
>1 y
I can't complain. I had a career many would wish for. It gave a good living for my family.
(1)
Reply
(0)
Maj Owner/Partner
Maj (Join to see)
>1 y
That was a lesson from my father, a CW4. If you do something well, you'll be asked to do it again and again.
(0)
Reply
(0)
Avatar small
PO2 Marco Monsalve
3
3
0
That's a tough one. In my role as CEO I saw this happening a few times and it became a delicate balance of counseling both the manager and employee involved without making it into a bigger issue since, in every one of my cases, they were both really good employees.
(3)
Comment
(0)
Maj Owner/Partner
Maj (Join to see)
>1 y
I'm an owner in my company and I try to watch for the same in my people. I'm sure it was a shock to my business partner, but I think of everyone in our company as I did my junior officers, NCOs, and Airmen back in the day. Some people need to learn to take care of themselves and will get into tough situations if they don't have someone there to mentor them through that lesson.
(1)
Reply
(0)
Avatar small
Maj Owner/Partner
2
2
0
That's a great article and a good read for just about everyone. The biggest hurdle that many face today is being connected 24/7 and feeling like you always have to be available. I've been coaching my business partner to work himself out of that "promise" to his legacy clients. He has a family now and it's not just him running a freelance business. We need to set reasonable expectations with our clients because we work with many people who won't draw boundaries for themselves. It's a lesson I learned later than I should have, but I'm better off for at least learning it.
(2)
Comment
(0)
SFC Senior Civil Engineer/Annuitant
SFC (Join to see)
>1 y
In my case I had a section in a bureau in our state DEP. Other managers didn’t have the experience I had so they kept assigning additional duties to my section knowing I would train, establish standards, equip, and accomplish the additional duties. They are paying the price for it now because too many key duties were assigned under one manager, so they have to reassign work and get people trained. There’s no easy way to say it, but when a manager doesn’t know what they should, and their supervisors don’t have the expertise to guide them, well they just flounder and don't get work out. In my case the problems extended to our Director and Deputy Secretary. I don’t feel bad for the higher ups, I feel bad for our rank and file.
(1)
Reply
(0)
Maj Owner/Partner
Maj (Join to see)
>1 y
Sounds like my last active duty assignment at Lackland. My civilian boss didn't want to do his job so his Lt Col boss and his GG-15 boss just went around him to me, the director of operations. One person can only do so much and when they leave, how do you make sure those tasks are still completed?

I also see this happening in lower level jobs in the civilian world. People come in with good attitudes and take on more and more work for the same amount of pay. When asked for a raise, the boss refuses to pay them appropriately so they leave. At that point, the boss is screwed because they can't find someone to fill that role and realize they were actually paying that employee very little to do 3 or more jobs and just taking advantage of someone wanting to do good.

Leaders have to be cognizant of these types of things and more. You can't depend on your subordinates to take care of themselves. If you find good people, don't use them up.
(0)
Reply
(0)
Avatar small

Join nearly 2 million former and current members of the US military, just like you.

close