De-Constructing Complexity for Subordinates: Promoting Leader Engagement in a Complex Military Environment
Gene T. Roach Jr.
University of Charleston
Abstract: Leader behaviors have a direct impact on followers, especially subordinate leaders. Leader dialogue, solicitation of feedback, and responsiveness to it are imperative to encouraging innovation and workforce engagement through transparency and the building of trust. Among the elements critical for subordinates is the leader de-constructing complexities. Occam’s razor states items in the Sciences or Philosophy should not be multiplied unnecessarily. In common terms, Occam’s razor has come to mean the simplest way to explain something is preferred. This writing builds upon current …show more content…
This allows subordinates to operate with near autonomy and accomplish the required tasks within the allocated time. Referring again to the Normandy invasion, landing craft operators did not with 100 percent accuracy deliver their troops to their intended sites on the beach. They did, however, deliver them to the beach. They exercised initiative as they fought Germans not the plan. Considering the second quote, Eisenhower highlights the fact that we must plan and prepare. Had the Allies not done that, surely the invasion, had it occurred, would have failed and Eisenhower’s failure letter would have been published. For likely the best possible mixture of forces: Infantry, Armor, Engineers, Quartermasters, and Medics would not have arrived on the beach in the needed quantities. They didn’t have to perform perfectly or even near perfectly. They only had to perform well enough, be innovative enough, and adapt enough to be better than the Germans. Being better than the Germans was not a coincidence. It took years of training and preparation. Leaders selected their subordinate leaders and developed their skills. Through repetition, they developed an understanding of what each other would do in stressful situations. They understood each other’s strengths and weaknesses. They gained and maintained each other’s trust. These same principles …show more content…
Since it is unlikely a unit will have all the time, workforce, and resources required to conduct the mission, leaders must focus on what they have rather than what they don’t and also assume some level of risk (Zoeller, DeSensi, Roach, et al., 2015). Assuming risk may include distributing a greater percentage of resources to one formation while intentionally restricting the availability to another (US Army ATP 5-19, 2014).
Training also promotes trust. Commanders conduct training with increasing levels of difficulty and underwrite mistakes (US Army ADRP 7-0, 2012). Professional growth increases proficiency, complex problem solving skills, confidence. Soldiers and leaders gain trust in each other. They learn there are many methods to accomplish tasks, not just one. Training is an iterative process conducted possibly over many months or even years. Lessons learned in training reduce the possibilities of casualties in
Gene T. Roach Jr.
University of Charleston
Abstract: Leader behaviors have a direct impact on followers, especially subordinate leaders. Leader dialogue, solicitation of feedback, and responsiveness to it are imperative to encouraging innovation and workforce engagement through transparency and the building of trust. Among the elements critical for subordinates is the leader de-constructing complexities. Occam’s razor states items in the Sciences or Philosophy should not be multiplied unnecessarily. In common terms, Occam’s razor has come to mean the simplest way to explain something is preferred. This writing builds upon current …show more content…
This allows subordinates to operate with near autonomy and accomplish the required tasks within the allocated time. Referring again to the Normandy invasion, landing craft operators did not with 100 percent accuracy deliver their troops to their intended sites on the beach. They did, however, deliver them to the beach. They exercised initiative as they fought Germans not the plan. Considering the second quote, Eisenhower highlights the fact that we must plan and prepare. Had the Allies not done that, surely the invasion, had it occurred, would have failed and Eisenhower’s failure letter would have been published. For likely the best possible mixture of forces: Infantry, Armor, Engineers, Quartermasters, and Medics would not have arrived on the beach in the needed quantities. They didn’t have to perform perfectly or even near perfectly. They only had to perform well enough, be innovative enough, and adapt enough to be better than the Germans. Being better than the Germans was not a coincidence. It took years of training and preparation. Leaders selected their subordinate leaders and developed their skills. Through repetition, they developed an understanding of what each other would do in stressful situations. They understood each other’s strengths and weaknesses. They gained and maintained each other’s trust. These same principles …show more content…
Since it is unlikely a unit will have all the time, workforce, and resources required to conduct the mission, leaders must focus on what they have rather than what they don’t and also assume some level of risk (Zoeller, DeSensi, Roach, et al., 2015). Assuming risk may include distributing a greater percentage of resources to one formation while intentionally restricting the availability to another (US Army ATP 5-19, 2014).
Training also promotes trust. Commanders conduct training with increasing levels of difficulty and underwrite mistakes (US Army ADRP 7-0, 2012). Professional growth increases proficiency, complex problem solving skills, confidence. Soldiers and leaders gain trust in each other. They learn there are many methods to accomplish tasks, not just one. Training is an iterative process conducted possibly over many months or even years. Lessons learned in training reduce the possibilities of casualties in