Leaders 'Inspire' - How do YOU inspire your subordinates?

SGM Matthew Quick — Sat, 30 Nov 2013 22:12:30 -0500

Give an example of how YOU inspire your subordinates.

Also, if you have one, give an example of how YOU were inspired by a leader.

Response by MAJ Private RallyPoint Member made Nov 30 at 2013 10:21 PM

MAJ Private RallyPoint Member — Sat, 30 Nov 2013 22:21:48 -0500

Leaders must be down right genuine! True inspiration isn't tangible, it comes from inside and appears through actions, conduct on/off duty, and how you treat people!

Response by SSgt Private RallyPoint Member made Dec 1 at 2013 12:20 AM

SSgt Private RallyPoint Member — Sun, 01 Dec 2013 00:20:42 -0500

I am professional but approachable. I will listen to those under me and try to lead by example. First and foremost be consistent and respectful. When I trained people under me they paid attention to detail and treated their superiors with respect. Motivation comes as much from being sincere than being pushy or 'by the book'.

You can achieve both by putting respect for everyone as the first priority.

Response by LTC Private RallyPoint Member made Dec 1 at 2013 3:10 AM

LTC Private RallyPoint Member — Sun, 01 Dec 2013 03:10:34 -0500

I have always tried to go out of my way to take care of Soldiers even after they are no longer assigned to me. I've written Letters of Recommendation, Letters to the VA to verify a service related injury as well as submitting CAB requests for GO approval for Soldiers who have been out of the service for years.

Response by CPT Daniel Walk, M.B.A. made Dec 1 at 2013 8:50 AM

CPT Daniel Walk, M.B.A. — Sun, 01 Dec 2013 08:50:00 -0500

Subordinates will be inspired by clear, consistent, and predictable communication that gives them an attachment to the leaders' goals.

Leaders, specifically Officers, must do a better job of establishing at least some measurable objectives for their rating period. These goals mustn't be just what the Officer wants the unit to accomplish. These goals must be communicated to the subordinates in a way that subordinates can see how achievement of the goals holds tangible benefits for them.

Officers and SNCOs sit in training meetings every couple weeks and see their units progress toward established goals. Give the troops a progress report every few months. Show them promotion rates a the unit moves toward goal attainment and correlate them.

Tell them what is going to happen, keep them informed, and keep them interested through their own promotions, and other incentives.

Response by TSgt Gary G. made Dec 2 at 2013 9:32 AM

TSgt Gary G. — Mon, 02 Dec 2013 09:32:13 -0500

The best commander I ever had conducted weekly staff meetings so everyone knew what was going on (small unit). They were limited to one hour only. During the week, he practiced "management by walking around" & would pop in occasionally, more often than not just to shoot the bull. He knew who he could trust & gave us enough reign to run & otherwise stayed out of our business. A casual "how's the xxx case going?" would let him know what I was doing, & he'd add the infrequent suggestion to ensure all was done properly. He provided top cover & shielded us from requests that came down from higher commands. He established clear objectives/goals & motivated everyone individually with what he thought worked best for them. He awarded those who excelled & made sure additional training was available. He held frequent unit cohesion activities & ensured we both worked & played hard. Absolutely the most effective & inspiring leader I've ever known.

Thank you to USAF Lt. Col. (Retired) David Denning.

Response by CMC Robert Young made Dec 2 at 2013 10:54 AM

CMC Robert Young — Mon, 02 Dec 2013 10:54:17 -0500

Lead from the front. Your people must know that you have done everything that you are asking them to do. If they recognize the common bond of sweat and sacrifice, they will move mountains for you. When I was assigned to an operational unit, I regularly got underway with my people for security missions, law enforcement boardings, harbor patrols, training sorties and maintenance shake downs. I rearranged watch schedules to accommodate special family events even it meant that I caught the watch for them. I PTed regularly with each duty section and team. I try to spend a few minutes a day as many people as I can to inquire about their worlds, professional and personal. If they know that you're interested in them as people, they won't let you down. I've written letters of recommendation for those headed to civilian jobs, and command endorsements for those seeking high speed military assignments. All of these things make you people know that you care about them; that you want them to do well; that you have their best interest at heart.

The most inspirational thing I have ever experienced was at one of the worst times in my career. I had crew that screwed pooch in the worst way! They had avoidable mishap with a civilian commercial water craft which resulted in personal injury while they were some place they shouldn't have been. The pursuant investigation uncovered a myriad of things that had been done either poorly, or just plain wrong. The recommendation from the internal investigators was that there had been a break down in leadership which they laid on the unit's department heads (me included) demanding our heads on a platter. My boss went to the O6, and explained that if anybody's head was collected, his was first. He pointed out that the team leader on station was directly responsible for the situation. The team leader had specific instructions; there were standing orders in place along with established protocols for doing what we did all of which he ignored. There was no way to provide any more direct supervision than had been given short of me serving as the team leader which made somebody (the team leader or me) redundant. My boss put his career on the line for the other department heads and me. The result was that the O6 reconsidered the recommendation of the investigators, and ultimately the team leader responsible was removed from his position for failing to follow instructions. I would shovel manure in Hades for him today because my boss saw a knee jerk reaction lead to a bad decision and instead of stepping out of the way, he went toe to toe with the old man to ensure justice was served instead allowing what was politically expedient. When I grow up, I want to be just like this guy!

Response by SMSgt Private RallyPoint Member made Dec 2 at 2013 12:19 PM

SMSgt Private RallyPoint Member — Mon, 02 Dec 2013 12:19:04 -0500

I would like to think that I inspire my subordinates and superiors alike by making decisions. Knowing your level and responsibilities is what enables all of us to act and accomplish our mission. I don't make decisions that are below me; I ask my subordinates for our position and act on thier recommendations. To the greatest extent possible I will honor thier contributions and my actions will reflect it. This approach makes them a part of the team and they learn to lead and be led. It is a hard thing to learn; but if you don't learn it, then at most you will be a decision-maker. That isn't a bad thing; but a leader can be so much more. I have had several good leaders; but they wouldn't want the kudos.

Response by CW5 Jim Steddum made Mar 7 at 2015 8:16 PM

CW5 Jim Steddum — Sat, 07 Mar 2015 20:16:59 -0500

I encourage all leaders to watch and discuss this video. It is TED talk, but easily equated to how military operational and strategic leaders operate. Can tactical (direct) leaders also inspire?

http://www.youtube.com/watch?v=qp0HIF3SfI4

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