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Maj John Bell
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Edited >1 y ago
I had the good fortune in my career to, (with two exceptions), work for bosses who assumed they would be killed in combat, or be transferred to more senior billets because of attrition. Because of that they focused on training me to be the primary.

They we're also collaborative leaders. They explained the mission and made it clear that concerns and good ideas belonged on the table now and forever.

Not one of them would have shared blame for a screw up. They would take the flames from above, and decide how much heat to pass down.
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CSM Charles Hayden
CSM Charles Hayden
>1 y
Maj John Bell As you said, 'except for two'. Would you care to assign a proportional percentage of the total number to that 'two'?
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Maj John Bell
Maj John Bell
>1 y
CSM Charles Hayden - 20% and one of the 2 was still a good officer, he just couldn't let go of anything he supposedly delegated. I knew if we went to 24 hour operations he'd be useless within a few weeks because he'd never be able to keep the pace while doing it all himself.
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CSM Charles Hayden
CSM Charles Hayden
>1 y
You hit where it hurts Major, one of the Bn's company commander's immediately comes to mind!
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1SG First Sergeant
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What is being described is not leadership. You can empower your Soldiers to make decisions commensurate with their position. However, you and only you as the leader are responsible for the failures or success of your team. The example given of taking the PV2 advice on the route would have gotten them to the objective is an isolated incident. The Army has a top down rank structure to maintain good order and discipline. You start asking privates for their imputed on things such as MDMP you are going to have everyone questioning your orders and undermining your authority. I'm not saying lower ranking Soldiers don't have valuable impute but capture it in an AAR and move on.
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CPT Owner/Founder
CPT (Join to see)
>1 y
Thank you for the feedback.
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CSM Geologist
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Interesting. I am not sure others up higher will see it that way.
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