From the Bridge CDR John Briggs, DIRAUX 7

CDR John Briggs, Director of Auxiliary District 7

Respecting Elected Leadership

With election results across the district coming • Approach the in weekly, it seems to be an appropriate time to chain of leadership put out a friendly reminder to give our freshly elected at the lowest posleaders a chance to lead. I commend and congratu- sible level with aulate everyone who has volunteered extra time toward thority to resolve steering the Auxiliary by way of a leadership position the issue with the — that kind of courage alone deserves our respect problem statement and recommended COAs. and recognition. • Be professional and objective.

One way to support the new leaders is by using the chain of leadership. Th e chain of leadership is an important tool in the hierarchy of the Auxiliary. Understanding why the chain of leadership exists and why it should be followed is important. Before skipping a link in the chain of leadership when faced with an issue, consider the reasons below to work through the elected leaders.

Following the chain of leadership shows respect. Not every decision our leaders make will be appreciated. In fact, some will seem counterproductive or unwise to those who do not have the full picture. Th at being said, circumventing the chain or taking concerns higher up the ladder won’t build trust with the immediate elected offi cial. It will only create tension and distrust. So what can be done?

Help the chain of leadership do its job. Remember, the chain of leadership is usually dealing with numerous issues across a spectrum of diff erent members to ensure mission success. Leaders have a lot going on; their time is valuable. Work within the system to make sure problems are resolved at the lowest level. Here are some things you can do to expedite this process and increase the odds of success:

Determine what the problem actually is; fi nd the root cause, and explain it in simple terms. Gather the facts. • If possible, develop and prioritize three recommended Courses Of Action (COA) that will resolve the problem. Odds are, by following the steps above, a resolution to the problem will be recognized at the lowest level because a well thought COA was brought to the table.

Ignoring the chain of leadership refl ects poorly on all involved. Jumping the chain looks bad. Th e Commodore, District Captains, and Division Commanders don’t have time to fi eld every member’s complaint. Th eir time is valuable, very limited, and they rely on subordinate leaders to take care of member issues at the lowest level possible. Discussing issues at the lowest levels shows respect for the chain of leadership and trust that they will act when necessary.

Th e chain of leadership enacts change. Refi ned over the Coast Guard’s long history, the chain of leadership promotes change by raising concerns in an orderly fashion. Imagine if every member just arbitrarily decided to contact the Commodore or the Director when a change was needed. While some folks may contact the correct staff offi cer, many will only create more confusion by involving those who can’t help.

Th e chain of leadership provides order at the deckplate level. Flotilla Commanders usually know who needs to be contacted for a given situation. Still, if they don’t, they will turn to the next higher position until the proper elected leader is found. Th is system streamlines the process so that issues can be resolved quickly without involving unnecessary parties.

Th e chain must work in both directions. Respecting

(Con nued on page 5)

CDR John Briggs

(Con nued from page 4) the chain of leadership doesn’t just mean showing respect up the chain of leadership and down the chain of leadership. Leaders must be responsive and compassionate, promoting the chain of leadership by taking timely action. If concerns or requests sent up the chain are ignored, the members will most certainly begin looking for another leader, usually higher in the chain of leadership, to assist them.

Th e chain of leadership isn’t some archaic tradition. Th e chain of leadership encourages members Remembering a me before the pandemic—CAPT James Passarelli, District to have a closer relationship with 7 Chief of Staff presents two fi rst place Na onal Public Aff airs photography their leadership and enact change awards to Robert Fabich, Sr. at the District 7 Training Conference Sept. 19through a single system. With- 21, 2019 in Orlando. Fabich earned the awards in two categories: Marine out the chain of leadership, the senior levels would quickly get Safety and Public Aff airs. To his le stands COMO Gary Barth and CDR John Briggs, Commander, U.S. Coast Guard, Director of Auxiliary District7 (USCG Auxiliary photo by R. Michael Stringer, Flo lla 59 Stuart) overwhelmed with complaints and calls for guidance without a unifi ed way of addressing them. Helping and respect- John Briggs ing the chain of leadership synergizes our actions, Commander, U.S. Coast Guard bolsters trust and further solidifi es your pledge to the Director of Auxiliary U.S. Coast Guard Auxiliary and its purposes.Ω Seventh Coast Guard District

Photo by Marcus Winkler, Unsplash, royalty free to use.