How do small unit leaders get their subordinates to own their problems?
Inculcating ownership into your leaders can determine success or failure, smooth execution or frustration, system success or failure, and high or low performance.
There’s not enough time in a day to solve all the problems or challenges that a unit might face. Therefore, it’s vital that leaders understand how to ensure subordinate leaders take ownership of problems at their level and uphold their share of the task when solving both simple and complex problems.
Below are 5 tips to get your subordinate leaders to own their problem and think like problem solvers instead of problem passers.
1. Initial counseling.
Put it in writing from day one. Make sure he or she understands what your expectations are and how you conduct business. This element of your initial counseling will set the tone for the rest of the time that the leader serves under your leadership.
“I expect you to own your position. Own your problems. And own your solutions. I am here to help you think through things, provide resources, and give you top cover, but I am not here to solve your problems. That is what the Army pays you to do. That is why the Army said there needs to be a leader at this rank and grade in this billet. Because you are responsible for everything within that element.”
2. Stiff arm problems without solutions.
If a junior leader comes to your door (and I know they do) with a problem, he or she better come with solutions. If subordinate leaders get in the habit of going directly to their higher up the second they encounter a problem, then there is no analysis happening at their level. There is no collaboration with other junior leaders. There is no perceived responsibility to solve the problem themselves or generate solution options.
A subordinate leader that immediately brings problems to the next higher leader is looking to pass the buck to that leader. If the senior leader does not push back and instead accepts the problem, now the senior leader owns that problem. As the senior leader, do you have time to own multiple problems that can and should be solved at a lower level? Reframe the problem to show you are listening and understand what they are dealing with, then put the ownership for problem solving back in their court. Ask the junior leader if they’ve talked to some other key players or stakeholders yet.
“I understand X happened and, as a result, Y has now become an issue. Have you talked to NCO #1 or NCO #2 about this? What did Officer #1 say about it? What are the options? I understand you’re looking for a decision. I do not have enough information to give you one. Dig into it a little further and get back to me when you have some options on the board.”
3. Back your leaders’ decisions…until you can’t.
If you want your subordinate leaders to own their problems and own their solutions, you must back their decisions. Start by consistently telling them that you will back their decisions. After all, he or she is closer to the problem than you. Therefore, he or she will have a better understanding of the problem and the best solutions. Trust that logic until a junior leader gives you reason to question their judgment.
Once you tell them you will support them, follow through. This is the hardest part of rule three. If a leader is junior to you, they likely have less experience. This means that you could probably find a better solution faster in some circumstances. As the senior leader, you do not need the best solution later, you need a good solution now. So, own their call, decision, or risk. This will show him or her that you put your money where your mouth is. You had their back when it mattered. This ensures that that leader will continue to work through problems in the future because they now know that you will underwrite their decisions.
“You’re the one on the ground. You’ll have all the facts. I put you in this position for a reason. Because I trust you. You tell me how you plan to get there and what you need. I’ll make it happen. If you make a call, I’ll back it.”
4. Position other leaders in between you and the problem.
Unless you have exceptional intelligence or intuition on the level of Jason Bourne, you need help. The solution to the world’s most challenging problems was not provided by one person. Army leaders regularly feel the need to solve all problems, do all things, and lead from the front in every situation. This is not possible. Leaders that try to do it all will end up owning organizations that reach a fraction of their potential, struggle to function without their senior leader, and fail to develop competent leaders for the next generation.
The larger the unit, the less a leader can do by him or herself. Before you ever face a problem or challenge, ensure your support system is in place. If you are a company commander, have all paperwork flow through your First Sergeant before you see it. Make sure your Platoon Leaders and Platoon Sergeants are well versed in their duties and responsibilities. If you are a Platoon Leader, make sure your Squad Leaders understand your philosophy and expectations. Let them know what you need to know and what you expect them to solve at their level. Placing junior leaders between you and the problem is more than forwarding an email. It’s more than pushing off a problem once it exists. It is putting these systems and people in place before you face a problem. It is empowering them through well defined expectations, trust, and confidence.
“I expect you will handle X, Y, and Z. If you ever face an issue about A or B, I want you to work on solutions and discuss it with me before you decide. If you ever face C, I need to know immediately and I will dictate what we do next. Now that you understand where I need to be involved and where I expect you to own it, I will hold you to it.”
5. Reinforce, reinforce, reinforce.
Do not take no for an answer. Be consistent and persistent in enforcing your philosophy. Young leaders will grasp for lifelines and take as many as you are willing to give. If lives are not on the line, there is no reason to spoon-feed junior leaders the answers. Let him or her work through the problem and solutions. Be patient but demanding. Do not buckle when the pressure of perception seems to be forcing your hand. If you did it right and you followed the first four rules, you need nothing but patience. Do not put yourself in a situation where you set the stage for your junior leaders to thrive, only to take away that opportunity at the last second over external perceptions.
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These are the five guides that I have applied through 12 years of Army leadership. It is not a finished product nor a perfect model, but it is tried and true.
Capt. Michael Everett is currently serving as the Company Commander for D Company (MICO), 6th Brigade Engineer Battalion (Airborne) in the 11th Airborne Division at Joint Base Elmendorf-Richardson, Alaska. He has over two years of company command experience and has served in multiple leadership roles as an officer and NCO.
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