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                  leadership to explain their decision-making process and rationale for certain processes or initiatives and gather sensory input from subordinates. Using these forums to gather input and take action at different command levels is an excellent way to involve our units of action in the decision-making process. By allowing our cadre to get involved in the decision-making process, we get buy-in and increased commitment across the force. Increased commitment will decrease misconduct as our soldiers develop individually as leaders and realize that they play a crucial part in the team’s success.
In Team of Teams, LTG (Ret) Stanley McChrystal writes: “The connectivity of trust
and purpose imbues teams with an ability to
solve problems that a single manager could
never foresee. Their solutions often emerge as
the bottom-up result of interactions, rather than from top-down orders.” Leveraging the leaders throughout your organization to give you input can reinforce a positive climate and give younger soldiers positive role models to emulate. Our sensing sessions routinely highlight the informal leaders of our organizations. Bringing the informal leaders in, telling them that you think of them as a mentor, giving them increased responsibility, and publically rewarding their actions shows others that you are open to new ideas and interested in the organization’s input. Each one of these trust agents will serve as a sensor, helping to identify and solve problems at the lowest level possible and usually before those problems turn into something unmanageable. When our soldiers feel as though they can trust their leaders (formal chain of command or informal), we can reduce misconduct by solving problems when they are small.
Competence (The feeling of mastery and growth): There are few things as rewarding
as learning a new skill and gaining a level of competence that you can tangibly define. Passion and persistence are necessary ingredients in learning a new skill because if you don’t like what you’re doing, you’ll never get good at it. Leaders have an incredibly powerful role in ensuring
that enthusiasm and hard work are nurtured and emphasized within an organization. A positive climate and culture will ensure that individuals continue to stay enthusiastic about their profession.
A team culture of meeting objectives and advancing to well-defined goals keeps individuals engaged and promotes a positive atmosphere. In Daniel Coyles, “The Talent Code,” he writes after visiting a school that has an incredible success rate of getting disadvantaged youth into College: “If
we had to classify the primal cues [we] received in those first few minutes, they would fall into three categories: 1. You belong to a group; 2. Your group is together in a strange and dangerous new world; 3. The new world is like a mountain with the paradise of [your goal] at the top.”
Sustaining Unit Discipline
 As leaders, we are absolutely responsible for cultivating the type of climate where people are eager to come to work, feel fulfilled at the job they are doing, and excited to learn new aspects of their profession. We can do this by giving increased opportunities, acknowledging achievement, and follow it with the challenge of raising the standard. Keeping our cadre engaged in this manner will increase the social interaction with each other, reducing some of the pre-cursors to misconduct like negative attitudes and lack of connection
with others. Keeping all our soldiers involved and participating is one of the biggest challenges in achieving growth.
A routine comment we get from our lower enlisted staff members is that they feel forgotten about. By holding them to a shared standard, you can keep them more involved and instill a feeling
of achievement. In 4-39 IN, we do this using ACFT, rifle qualification, and proficiency evals in skill level 1 tasks as our primary vehicle. These evals are held
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