Army Iraq Study Released - Page 3

Basenshukai · 03-27-2004, 16:48

I agree NDD.

Besides, since leadership is what impact most of the stuff mentioned in the report, I think is most relevant here.

NousDefionsDoc · 03-27-2004, 16:49

Know yourself and seek self-improvement, Be technically and tactically proficient, Seek responsibility and take responsibility for your actions, Make sound and timely decisions, Set the example, Know your soldiers and look out for their welfare, Keep your soldiers informed, Develop a sense of responsibility in your subordinates, Ensure that the task is understood, supervised and accomplished, Build the team, Employ your unit in accordance with its capabilities.

Just so I don't lose them

DanUCSB · 03-27-2004, 17:00

As for the report, you have to be careful, as The Reaper said, not to read too much into it: I'm sure John Kerry will talk about how everyone in Iraq says that the leadership sucks, but that's not what the survey is saying; it specifically refers to "battalion-level command." I think the reason for this is twofold, and fairly simple. First and foremost, EMs love to bitch, and officers are their favorite targets. Second, the BC is the first officer up the chain that a typical enlisted guy doesn't deal with on a daily basis. He knows that the BC has a lot of power over him (anything brigade and above is too far up to worry about, or so goes the logic), but he doesn't see that the BC is running around all day, just like him. Joe can -see- what his LT or his captain's doing, usually. Which adds in another nuance: platoon and company-level commanders are very visible, and if people /aren't/ bitching about them? That's a good sign that we've got good officers out there.

As for the bigger picture, I think people are whacking around a crucial distinction. Every leader knows (whether they do it or not is a different story) that he needs to be up front with his men. And alot of what's been said here is exactly true: you should be up, talking to Joe, seeing how he's living, asking about people's jobs, distributing praise. The vital trick is knowing where the line is between that, and micro-management. I think alot of people (on this board, especially) would agree: a commander that you never see is a bad thing, but a micro-manager is worse. You have to know where to draw that line.

--Dan

BMT (RIP) · 03-27-2004, 17:50

Reminds me of a BC I had in the late '50's. We were in the motor pool one morning and the BC came up to a group and asked 1 PVT." GK is it true when you get out of the Army you are going to buy a jeep and M-1 and piss on them every morning?"

We all laughed and the BC walked off. Poor ole GK said"damn that man knows everything!"

BMT

NousDefionsDoc · 03-27-2004, 18:36

Quote:

Originally posted by Roguish Lawyer
You guys interested in giving me advice on some of my current management challenges?

Well?

**Roguish Lawyer** · 03-27-2004, 18:40

Quote:

Originally posted by NousDefionsDoc
Well?

I started writing and realized it will take more time than I have. I have a ton of work to do because I am leaving to go on vacation.

Perhaps when I get back?

NousDefionsDoc · 03-27-2004, 18:43

Sure, just don't leave us hanging next time. LOL

03-27-2004, 20:42

Back to the "report" briefly.

I'd be interested in seeing what the actual questions asked were and also in seeing the real report instead of a media breakdown of the report. Without that information, there really isn't anything to analyze, we're just speculating.

QRQ 30 · 03-27-2004, 20:54

A while back a poster stated that sometimes what Sr. NCOs acted more like managers than leaders. Actually he was correct and a Sr. NCO who is acting as a manager rather than leader/supv. is doing exactly what is expected of him. I present this information from USARMY INFO.COM. Keep in m9ind that E-8 and E-9 are skill level 5 posotions.

Quote:

Each MOS has from one to five skill levels depending on the types of duty positions encompassed by the MOS. The five skill levels are generally characterized as follows:

Skill Level 1 identifies entry-level positions requiring performance of tasks under direct supervision.

Skill Level 2 identifies positions requiring performance of more difficult tasks under general supervision; and in some instances, involving supervision of soldiers in Skill Level 1.

Skill Level 3 identifies positions requiring performance of still more difficult tasks and involving first line supervision of soldiers in Skill Levels 1 and 2.

Skill Level 4 identifies positions requiring relatively detailed knowledge of all tasks specified for a given MOS, normally involving first-line supervision of soldiers in Skill Levels 1, 2, and 3, and involving managerial duties.

Skill Level 5 identifies managerial and supervisory positions requiring broad knowledge of the tasks performed at all subordinate levels in a given MOS and related MOS' s in order to coordinate and give direction to work activities.
An individual is awarded an MOS skill level when the skills, competencies, and knowledge for a particular MOS have been acquired.
Subsequently, an individual is periodically evaluated to determine whether he or she has maintained the MOS skills, competencies, and knowledge.

DunbarFC · 03-27-2004, 21:08

I'd appreciate some advice on a bad leader

Great guy, super nice, but a HORRIBLE boss. My group is being steamrolled and he just wants to make everyone happy....

Sorry to bust in on you RL but as you opened the door.....

QRQ 30 · 03-27-2004, 21:24

There's not much you can Dunbar unless you are above him in the Chain-of-Command. About all you can do is wait foerthe next Change of Command ceremony and personally perform to your highest potential.

I hope some who think "being one of the boys" is leadership heed. Accomplishment of the mission is always first -- above public approval.

There are principles of leadership and management but there are as many styles as there are people. What works for me may not work for someone else. At one time I had trained all active Pizza Hut Managers from Ashboro to South Port, NC. I expected the most of them and got it. My style of management was "the Golden Rule" plus recognizing that every person on this planet is different. The principle of "one size fits all" as far as management is a crock. You have to know each individual under your care and determine what key will trigger the proper response. My two sons are a good example. One will perform with a pat on the back and the other needs a kick to the back side!!

**The Reaper** · 03-27-2004, 21:29

Quote:

Originally posted by DunbarFC
I'd appreciate some advice on a bad leader

Great guy, super nice, but a HORRIBLE boss. My group is being steamrolled and he just wants to make everyone happy....

Sorry to bust in on you RL but as you opened the door.....

Soapdish charge under the driver's seat?

Not that bad? Private detective with compromising photos?

TR

QRQ 30 · 03-27-2004, 21:38

Reaper says:

Quote:

Private detective with compromising photos?

That reminds me of a story. Maybe some of you have heard of CSM Pioletti of the 10th. To put it mildly he was so straight laced it is said he didn't even own and civilian cloths. One day some guys got together and submitted him for subscriptions to a bunch of "skin" mags and lonely hearts clubs. There weren't computers in those days and all came to his mail box.

It didn't get him relieved but nearly got him divorced.

03-27-2004, 23:10

Quote:

Originally posted by DunbarFC
I'd appreciate some advice on a bad leader

Great guy, super nice, but a HORRIBLE boss. My group is being steamrolled and he just wants to make everyone happy....

Sorry to bust in on you RL but as you opened the door.....

Leaders don't need to be liked, they need to be respected. All he is accomplishing is making sure that everyone will hate him in the end. Above and below him.