“Why can’t we get anything done when the commander leaves!?!?”
Yesterday, we saw that leaders who empower subordinates and avoid micromanagement will likely see improved results and better work environments. But, pushing power down the chain is not such a simple concept in the military.
Army Regulation 600-20 plainly states:
“Commanders are responsible for everything their command does or fails to do.” There’s no misinterpretation: if it goes wrong, it’s the commander’s fault.
Take yesterday’s news about 9 Air Force commanders fired because subordinates cheated on skills tests. They were fired because their command decisions set a climate where officers felt pressured and were able to cheat on the tests.
Our military revolves around its commanders. They are the only leaders who can make decisions about the mission, structure, actions, and well-being of the command. This clear charter of responsibility, while a necessary aspect of our duty, can stall subordinate staff members who do not want to cross the commander’s decision authority.
“Commanders delegate sufficient authority to Soldiers in the chain of command to accomplish their assigned duties, and commanders may hold these Soldiers responsible for their actions.” AR 600-20 tells commanders to find a balance between delegation and control, but also charges them to develop and teach the unit’s members. This development not only shows the staff how they can support the commander’s decision making, but also prepares the staff members for their eventual commands in the future.
Questions for Leaders
- Have you specified what decision authority your subordinate leaders can exercise?
- Do you give left/right limits and let your subordinates make their own decisions in that band? Or do you require everyone to do it ‘your way?’
- Have you asked your team for feedback about the command climate and the environment for decision making?
http://themanagersdiary.com/diary-entry-231-does-absence-make-the-staff-grow-stronger/