How do you cope with leaders who don't listen to subordinates?

MAJ David Vermillion — Sat, 21 May 2016 18:04:49 -0400

How do you get their attention?

Response by MAJ Andrew Ready made May 21 at 2016 6:06 PM

MAJ Andrew Ready — Sat, 21 May 2016 18:06:20 -0400

This is tough because communication is a two way street. What point is there is talking to a leader who won't listen?

Response by CPT Joseph K Murdock made May 21 at 2016 6:21 PM

CPT Joseph K Murdock — Sat, 21 May 2016 18:21:45 -0400

Find a better job, quit, and say good luck you obstinate ass.

Response by CAPT Kevin B. made May 21 at 2016 6:31 PM

CAPT Kevin B. — Sat, 21 May 2016 18:31:47 -0400

When I was a senior O-6, I did some AD work for a Naval Region while another officer ran base Public Works. He just made O-6. I remembered him as an up and coming O-3. Something happened later to turn him into a raging micro. So one day I put my watch on the table and made a tick mark with my pencil every minute for his 1 1/2 hour long (ugh) staff meeting with Department Heads. He asked what I was up to afterwards and I told him I had some number crunching to do but would see him privately the next day.

I was recording the percentage of time he was listening, collaborating, and unilaterally directing, including shouting. The result was about a 10/5/85 split. He didn't like my "counseling" about it. Good thing he would never make flag and ultimately retired. He felt nothing would be successful unless everyone did it his way, in his particular order, and provide constant feedback on status. In other words, he had zero trust in anybody. So the staff lived down to his level with morale in the toilet and hunker mode the plan of the day for the next 2 years.

Good leaders have this whole thing flipped where you listen more, collaborate enough, and direction is "go with Plan Whatever and make sure whatever else is in the mix". If you have to tell a section head how to do things that are within their duty grade, you need a different person in the job that can do it. I fired a couple of Ops Bosses because they couldn't perform. Bottom line, good things don't happen because you hope it does. Hope isn't a strategy. Encouraging good folk to step up and out gives results beyond your expectation. A different strategy applies to the sandbaggers, but that's another topic.

Response by Capt Private RallyPoint Member made May 21 at 2016 6:49 PM

Capt Private RallyPoint Member — Sat, 21 May 2016 18:49:38 -0400

Huh? You mean there are some that do?

J/K folks. I know there must be one.

Response by PO1 Private RallyPoint Member made May 21 at 2016 7:06 PM

PO1 Private RallyPoint Member — Sat, 21 May 2016 19:06:01 -0400

Another picture to visualize. Plt Leader in combat, tells his subordinates " Do Not Salute Me in the bush". Newbie Jones doesn't understand. He's been trained to salute all officers. The Plt Ldr should not have to inform the Newbie of the reason, Plt Sgt or Sqd Ldr should. Newbie needs to know but the Plt Ldr believes the Plt Sgt/Sqd Ldr had already informed the newbie. The uninformed newbie salutes the Plt Ldr the next morning. The Plt Ldr is promptly shot by an enemy sniper. Should the newbie be told he is responsible or should the Plt Sgt take the heat? Get the word UP Get the word DOWN, or someone will suffer.

Response by SSG Roger Ayscue made May 21 at 2016 7:29 PM

SSG Roger Ayscue — Sat, 21 May 2016 19:29:37 -0400

In PEACETIME, I would recommend that the subordinate, while doing 100% of their job, does not do anything extra and allow the one that does not listen to rise or fall on his or her own merits.
In wartime, you keep your men alive and accomplish the mission and then go to the Commander.

Response by SGT Robert Wager made May 21 at 2016 7:47 PM

SGT Robert Wager — Sat, 21 May 2016 19:47:02 -0400

Many times people in leadership positions forget that leadership is a two part process. The leader and the led. You cannot be successful as a leader unless you communicate with the led. If you believe the only way to accomplish your mission is "your" way you will eventually fail because you create a toxic climate where your subordinates feel they have no input and are not appreciated. The most glaring sign of a failure of command is an authoritarian leader that does not take input from his/her subordinates. Usually this happens with insecure leaders or worse leaders that truly believe they know it "all".

Response by Capt Brandon Charters made May 21 at 2016 10:33 PM

Capt Brandon Charters — Sat, 21 May 2016 22:33:30 -0400

Sometimes bosses like this need the full solution laid out & backed with as much data and support information as possible. If they still won't listen, sometimes it becomes a waiting game until a higher authority removes this person. It's only a matter of time until performance and morale of the unit will tank...senior leaders will usually take note when this happens.

Response by LTC Private RallyPoint Member made May 21 at 2016 11:16 PM

LTC Private RallyPoint Member — Sat, 21 May 2016 23:16:11 -0400

Let him/her fail

Response by SFC Stephen King made May 22 at 2016 7:12 AM

SFC Stephen King — Sun, 22 May 2016 07:12:50 -0400

MAJ David Vermillion A great question. I personally used empathy and put myself in their shoes. I found using a personal story of my own helps others understand their problem. Once they are picking up what I am putting down. I express my concern about their situation. I like to ask for their perspective and if they see the problem they way I do. Once we are balance in our approach we list the positive outcome of their changed behavior.

Response by CW3 Private RallyPoint Member made Jun 7 at 2016 10:03 PM

CW3 Private RallyPoint Member — Tue, 07 Jun 2016 22:03:26 -0400

I went into the IRR......it didn't work. The particular "leader" is still propagating his bullshit.