Senior NCOs, what are the top 3 mistakes your OICs/Commanders make when they start off in your Unit?

2014-03-21T14:15:07-04:00

Response by 1SG Steven Stankovich made Mar 21 at 2014 5:34 PM

2014-03-21T17:34:30-04:00

<p>Sir, these are what I have either witnessed firsthand or through fellow 1SGs...</p><p><br></p><p>1.  Coming in like a bull in a China shop.  The attitude is that I need to assert dominance as the CDR immediately.  Not a good idea.</p><p><br></p><p>2.  Something I like to call "riding to the sound of the guns" on an initial spot report.  Instead of allowing a situation to develop, gather all available information, and then make an informed decision, I have seen CDRs/OICs taking action with only one of the five Ws.  That rarely turns out positively.</p><p><br></p><p>3.  Making decisions with blinders on.  While you do not have to listen to your 1SG, he/she does have the units and your best interest in mind.  To caveat this, if the IG or JAG offer advice, it is in your best interest to take it.</p>

Response by SFC Private RallyPoint Member made Mar 21 at 2014 5:53 PM

2014-03-21T17:53:34-04:00

Sir,<div><br></div><div>In my experience these are the three that are sure ways to fail in a unit.</div><div><br></div><div>1.  Completely changing policies that have been proven to work or need minor adjustments.  I believe CDRs/OIC may have the best intentions in their hearts when they do this (maybe it worked in a previous unit) but not all units/personnel are cookie cutter.  The worst thing an OIC can do is not talk to his/her soldiers to gain an idea of how the unit has worked or what the climate may be.</div><div><br></div><div>2.  Not having confidence in your senior NCOs.  When a CDR comes in and begins to exclude the ideas and points of view of his most senior personnel, you are cutting out a wealth of knowledge.  The relationship between a PL/PSG, CO CDR/1SG or BC/CSM etc. is so important because you affect the morale and welfare of many soldiers under you. You don't always have to agree, but if ZERO discussion occurs at these level, it is detrimental the unit.</div><div><br></div><div>3.  Wasting the time of your personnel.  In a unit I used to be in, we used to have a BC who came in and began to have 3 hour training meetings and 3+ hour CMD and Staff meetings.  That's about all morning from work call to lunch or from after lunch to COB in a typical unit.  Pretty soon even the BN XO and CSM began to resent this BC because they lacked the time to concentrate on taking care of the unit.  There is no good reason to take half a day to plan things in your unit.  When important things like SHARP, writing coherent OPORDS for upcoming training, or Professional Development of junior soldiers falls to the wayside because of long meetings, you are bound to fail.</div>

Response by MSG Private RallyPoint Member made Apr 9 at 2014 11:17 PM

2014-04-09T23:17:28-04:00

Sir,

All of the above advice is outstanding. I would like to point out that a guide or two is available (most of them can be found on the CAC website) that will help a new Commander avoid most of the pitfalls stated above. The two links below are pretty good guides.

(http://usacac.army.mil/cac2/cal/repository/LeadershipTransition.pdf)

(http://cc.army.mil/aboutccl/contentFiles/TakingTheGuidonExcerpt.pdf)

My other two cents:

A problem one of my Commander's had included his inability to communicate effectively with his subordinates. He came across as arrogant and belittling in almost all of his personal and and group interactions. Because of his attitude Soldiers stopped trying to approach him. GEN Powell once stated, "Leadership is solving problems. The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help or concluded you do not care. Either case is a failure of leadership." Commanders need to be approachable.

The fact you are asking these questions is a great start.

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Response by CSM Michael J. Uhlig made Apr 10 at 2014 9:23 AM

2014-04-10T09:23:47-04:00

not listening to their NCOs

Response by SSG Private RallyPoint Member made May 13 at 2014 2:37 PM

2014-05-13T14:37:28-04:00

Sir, These are some of things I 've experienced during my time in the army

1. Coming with the 'Im the baddest mo-fo in town, what I say goes' mentality.

2. Constantly sharpshooting your NCO's

3. Not being visable and easily approachable.

Response by SFC Private RallyPoint Member made May 14 at 2014 10:55 AM

2014-05-14T10:55:37-04:00

Sir,

1. Not being immediately visible for junior enlisted Soldiers to see. It is this visual cue that alerts a new Commander or OIC as being approachable. And we all want the Soldiers in our charge to feel as if they can bring to us their problems, questions, or concerns. If they are not doing so, we are all failing as leaders.

2. Not pushing junior officers to lean on and to learn from their PSG or NCOIC. The relationship between OIC/NCOIC is a vital one and must appear rock solid to the formation. If there is an appearance of "mom vs. dad" to the troops, derision will set in.

3. Time. It is the only thing NCOs can truly give or take from their Soldiers. Time being wasted, more importantly the perception of time being wasted, can have a profoundly negative effect on Soldier morale. The best way to combat this is to ensure that all training is necessary, relevant, and challenging.

Response by LTC Private RallyPoint Member made May 14 at 2014 1:01 PM

2014-05-14T13:01:56-04:00

It boils down to follow-up & follow-through.

Response by SFC Erin Barnett made May 14 at 2014 8:42 PM

2014-05-14T20:42:08-04:00

Ask, look, and listen before making changes.

Response by SSG Mike Angelo made Jun 17 at 2014 1:42 PM

2014-06-17T13:42:53-04:00

1. Personal and Professional Leadership style off grid.

2. Misunderstanding the unit's mission and vision.

3. Misreading of unit's capacity.

Response by CMSgt Private RallyPoint Member made Jun 17 at 2014 5:59 PM

2014-06-17T17:59:51-04:00

Not including me in his or her decisions, especially when it comes to Enlisted Airmen. I say, "sir! I can't advise/protect you if You don't include me."

Making rash decisions without first getting all the information. There are many experts that have been here longer and know much more than you. You must get there input before proceeding.

Just because something worked at your last assignment doesn't mean it will work at this one. This is not a one size fits all Air Force.

Response by SFC William Trent made Jun 19 at 2014 5:59 PM

2014-06-19T17:59:21-04:00

Agree SFC Martinez. Right on. I'll add if your unit had deployed and is not on the slate to redeploy while your in command it's ok don't try and over compensate for that by doing stuff with your unit to make your self stand out.

Response by SGM Private RallyPoint Member made Oct 21 at 2014 7:55 AM

2014-10-21T07:55:27-04:00

CPT Schreyer--in my experience, it's the lack of strategic decision making ability. Too many young officers (and NCOs) think that leadership is being decisive by barking orders, "taking command" with assertive overtones). They fail to get perspective by asking senior NCOs; "What do you think?" or "How can we make this better?" before making a decision. Good leaders seek first to understand, then to be understood; the poor ones are the opposite. We don't well teach them that listening and observing are critical leadership skills! Questioning your own assumptions is another. One cannot have full situational awareness without them. Another issue in strategic decision making is important--one must measure the potential cost--real costs and costs of credibility-- of being wrong and having to reverse --or being reversed--in a course of action/decision. Few ever consider that they might be wrong, that there might be a better or different way, or that allowing others to modify HOW things are done, can help get things done. Tell NCOs WHAT you want done, not HOW.

Response by MSgt Private RallyPoint Member made Oct 25 at 2014 11:18 PM

2014-10-25T23:18:07-04:00

Make assumptions without consultation. Feign enthusiasm for unpopular choices (body language often tell the real story). Quick to blame.

Response by MSG Greg Murry made Nov 1 at 2014 2:44 PM

2014-11-01T14:44:22-04:00

My division commander in Vietnam did the following:
1. Published a new tactical SOP ten days after he arrived.
2. Fired numerous subordinate commanders for various reasons.
3. After orchestrating a disastrous fight involving four battalions plus he rewrote the TACSOP back to what is was before he got there.

Unfortunately, he didn't relieve himself and later rebuilt the army he helped to destroy.

Response by MSG Greg Murry made Nov 1 at 2014 2:43 PM

2014-11-01T14:43:23-04:00

Response by SFC Private RallyPoint Member made Nov 30 at 2014 10:38 AM

2014-11-30T10:38:07-05:00

Trust. Not allowing the NCOs to manage the operations/planning. I'm sure it's been said numerous times before my post but it is the meat and potatoes for unit success. As an NCO, I feel it is the Commander's responsibility to ensure the right people are in place to make things happen. The Commander should express his wishes and the unit should operate with the Commander's intent in mind. Ultimately it is the Commander's decision for all things within his unit and it is everyone else's job to present the Commander with all the evidence or information available for him/her to decide.

Response by SGM Bill Frazer made May 22 at 2018 9:37 AM

2018-05-22T09:37:58-04:00

1. Coming in thinking they know everything. 2. Trying to apply what worked in their last assignment to the new one. 3. Coming in like a bull in a china shop, before evaluating where the unit is at that time and then making adjustments. 4. And of course ignoring the "ADVICE of their NCO's" we aren't telling you how to command- we are trying to help you to command successfully!