SSG Ellsworth
When I was a section sergeant, I commanded the lead vehicle in a platoon patrol element consisting of four vehicles.
One evening, the platoon leader, 2LT Roberts, asked me to lead the lead vehicle down a specific route.
When I examined the route on a map, I noticed that it was an unapproved route that hadn’t been cleared of mines. I called 2LT Roberts over the radio to let him know that there was a 200 meter difference between the correct route and the unapproved route. I told him that the route we were looking for was a few hundred meters north.
2LT Roberts didn’t want to take my feedback and instructed me to take the original route. I realized he didn’t understand the magnitude of the situation—if we took the route he was pushing for, we might not make it home. So I decided to halt the patrol element to speak with him face-to-face.
On the ground, the platoon leader made it clear that stopping the vehicles was a direct challenge to his authority.
I knew 2LT Roberts valued input from SFC Curry, the platoon sergeant, so I reached out to him for assistance. I showed SFC Curry the correct route on the map and explained that it was north a few hundred meters around a bend in the road.
SFC Curry confirmed the route and calmed down what could’ve become a hostile engagement between the platoon leader and me.
With SFC Curry’s confirmation, 2LT Roberts was able to see his error. He admitted that he’d misinterpreted the graphics and instructed us to load up and get back to business.
Narrator
As SSG Ellsworth illustrates, failing to provide face-to-face feedback can, at its worst, cause Soldier deaths and mission failure.
As you’ll learn in this lesson, all leaders, like SSG Ellsworth, have a responsibility to proactively seek out and deliver face-to-face feedback to improve leader and unit development and performance.
