There must be a continual cycling of
efforts to remain successful.
Both the RINC and ZS can become guilty of
super-RINCing. What does it mean? The RINC who
takes on the problems of every recruiter and the ZS
who takes on the problems of every RINC are equally
guilty of super-RINCing. It might be easier to
understand the concept if we follow a mythical ZS
around for 1 day.
Chief Taylor is extremely conscientious and
He believes he is the best person
around for solving problems and leading his troops.
Chief Taylor starts his day by delivering some
medical prescreening forms to Station A, as the RINC
had called last night to say they were out and she had
a kit to prepare this morning. While there, the RINC
tells the Chief, We have a problem. I think two
shippers for next month are getting cold feet. Chief
Taylor is in a bit of a hurry, so he tells the RINC that
he will get back to her later in the day. The RINC
breathes a sign of relief as her problem is now in the
hands of the ZS and requires no further worry on her
part at this point.
The ZS arrives late at his first
scheduled station visit of the day. The RINC at this
station tells him they are having problems getting
access to one of the schools in their territory. Chief
Taylor says he will call the education specialist
(EDSPEC) and schedule a time for them both to meet
with the principal.
Before they can discuss it further, the phone rings
and it is yet another RINC calling for the ZS. The
RINC starts with, We have a problem, Chief. You
know that NF-qualified applicant I have scheduled to
contract tomorrow? Well, hes balking right now in
my office. I was wondering if you could swing by
and talk to him? Chief Taylor, always ready to come
to the rescue, says sure, he can make it in 30 minutes.
The scheduled station visit is abandoned and the Chief
is on his way to Station C. The Chief cant quite talk
the applicant into going to MEPS tomorrow, but he
does agree to meet with him again next week. Come
Saturday, Chief Taylor is in his office trying to catch
up on all the work that had been planned earlier in the
week. He wonders why nothing ever happens as he
plans it. Meanwhile, RINCs A, B, and C enjoy a
family picnic in a local park. The conversation turns
to work as it usually does and the following
comments are heard: Chief Taylor is a nice guy, but
he takes forever to get back to you on anything. Ive
been waiting all week for him to schedule a visit at
Hickory High School. I know just what you mean.
He hasnt taken care of two shippers of mine that hes
supposed to be talking to and they ship next month.
Thats nothing, I had a NUC scheduled for this week.
Then Chief Taylor talked to him and now theyre
going to talk again next week before the kid will do
Who Is Working For Whom?
Just who is working for whom in this scenario?
These RINCs have been trained to think of station
problems as our problems, sharing them with the
The subordinates effectively assigned their
problems to the supervisor. By taking possession of
the problems, the ZS is now working for the RINCs.
The same scenario happens in many stations. These
RINCs take on the problems of every recruiter. They
become overwhelmed with tasks that should have
been handled by the recruiters. Super-RINCing just
cannot work for the long term. You may remember
an article by William Oncken, Jr. and Donald Wass
that was used in several Navy leadership schools
entitled Whos Got the Monkey.
required action, or decision was called a monkey.
The article detailed how easy it becomes for those
monkeys to leap from one back to another. This, in
effect, is what Chief Taylor allowed, and even
encouraged to happen.
You may think that your
subordinates problems are your problems. That is
true to a certain extent. However, the reason for their
positions is to take care of that potion of your
problems. So, how do we avoid super-RINCing? A
few simple rules will go a long way in returning
During a ZS training course, each ZS was asked,
How many stations do you have?
responded with a number ranging from four to eight
until it came to one who responded, I dont have any
stations. I have one zone and I train and lead six
RINCs who each have a station. That is the attitude
that we want to reinforce. RINCs should believe that
everything in their station is their responsibility; they
own it all. Station ownership is one of the most
important ingredients to a RINCs success. If you
have instilled this sense of ownership, they will be