@cplenge,

This is one of those situations where both are right.

From my own experience and observation, leaders at all levels FAIL to develop subordinates. BN/BDE level ODP/LDP/NCODP are worthless, often dry, detail free PP or briefs with briefers who were chosen last minute (opposed to being chosen for their strength) and given no guidance on what was expected. Leaders chose instead to throw subordinates into the deep end and see if they make it, insisting that subordinates “take responsibility for their own development.” Many times this is due to the fact that these senior leaders were never developed themselves (an argument for 3rd GEN Leadership).

At the same time, I’ve noticed the legions of CPTs, LTs, SSGs, SGTs and SPCs, who sit and wait to be told what to do, what to read, where to look, how to react. Their is no motivation or initiative to look into the regs, read up on the latest TTPs, read AARs and previous MOI. No desire to better the profession and become more professional. There is no desire to develop themselves, so they sit and spit complaints that “higher” never developed them.

To fix this, both need to be addressed.

In my own company, I make time during drill to sit and discuss things, but I also assign tasks and items to look at between drills. My LTs and NCOs can get as in depth as they want, but I hold them accountable for not only doing it, but how well. Things like Junior Officer and MilSuite have made this style even more effective. When I have something to do or take care of, I try and grab at least one of my LTs and have them watch me do it. At my full time position, I do the same. I’ll make a 2LT sit with me when I brief the BDE commander on something, if nothing more than to get them face time and less apprehensive of the rank.

There is a buffet of things leaders can and should be doing to develop subordinates, however the key stone to all of this is the “subordinate.” I always say, you can lead an LT to knowledge, but you can’t make them learn.