Nothing is more frustrating than when the team’s de facto leader does not lead. Being a junior NCO on a team is challenging when the appointed leader is disengaged, inconsistent, or toxic, and the team still needs guidance. Often, junior NCOs feel trapped by this leadership gap. Teams led by this kind of leader will usually have low standards, low morale, and poor performance. The team still needs leadership; how should the junior NCO handle this situation?
Signs Your Supervisor Has Checked Out—Red Flags
Let’s describe the kind of leader I’m talking about—the kind who is disengaged, inconsistent, or toxic.
A disengaged leader is someone who refuses to lead and will not support you when you are enforcing the standards. They will defer as many decisions as possible and will blame everyone else when things go wrong. This kind of leader will often delegate tasks without any guidance or support. Most toxic leaders are primarily concerned with their interests. If the task or mission doesn’t make them look good, then they will have very little interest in it. This kind of leader will kill any good team.
What you can do, as a Junior NCO
Step up and lead the team. Take ownership of the team and the mission. Your goal is to be as competent a leader as possible. Set clear expectations for the team and hold them to it, even if your supervisor refuses. If you are enforcing the correct standards, no one can stop you; know what is right. When problems arise that require escalation, don’t just state there is a problem; provide a solution. Your disengaged leader will likely agree with your solution, and you can ensure that it was fair and consistent.
Do NOT vent your frustrations with your supervisor down the chain. This will only create discontent with your supervisor. Remember, you are not trying to replace your supervisor; your team needs structure, not a power struggle. Do not try to undermine or bypass your supervisor.
How to Influence Without Overstepping
If you want to influence your disengaged, inconsistent, or toxic leader, you will need to maintain a good relationship with them. You want them to trust you and your opinion. The best way to do this is to lead by example; make it impossible to ignore your standard. If the leadership required for the team to succeed is absent, fill the gap, but do so discreetly. Remember, it’s not about you getting noticed; it’s about the team being effective. Keep the team focused on standards, growth, and the mission. And don’t let your team see you disrespect or mock your supervisor; this will permit them to do the same. Your job, in this situation, is to steady the ship, not sink the captain.
When to Loop in The Chain of Command
There are situations when you should bring the chain of command into play to handle a disengaged, inconsistent, or toxic leader. You should escalate the issue when the mission is at risk of failing, when the team’s morale is collapsing, or when standards are being actively ignored or undermined. The key to advancing up the chain of command is to remain professional; use facts, not emotions. The goal of going up the chain of command is clarity, not chaos.
Leading in the Middle: What This Teaches You
You will not always be the junior NCO. One day, you will be the team supervisor. This moment is preparing you for that position. Experience is gained one day at a time; learn from this situation what not to do and what it takes to hold the line when leadership falters. Leadership is the difference between good teams and bad teams. Being a leader doesn’t require a title; it requires courage, consistency, and a commitment to the team. Be the competent leader your team needs.
NCO Leadership Primer 
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