Posted on Dec 8, 2013
NCOs enforcing standards not previously enforced; how to deal with those who can't handle it?
6.72K
51
12
9
9
0
Here is the situation. A SSG arrives at a new unit and takes over a section. The Soldiers of that section have little discipline and a sense of worth they haven't earned. So this NCO makes some changes, starts enforcing the standard, and starts holding these soldiers accountable.
This is a shock to these soldiers; they are not use to it. Most embrace it, one or two try to butt heads. So corrective action is taken. Something these few Soldiers are not use to.
One of them goes to behavioral health says they are thinking suicide, blames the stress of this new nco as the reason. They ask that the NCO be moved to another section because of it.
Lets say as the senior leader; either 1SG or commander and you feel this NCO is doing just what your organization needs. Shake this up, be a hardass, and enforcing a standard that has not been enforced in this organization for a while.
Question is what do you do now? This NCO is right where they need to be. Making great changes for your organization on many levels but you have one soldier talking suicide. How do you handle this?
This is a shock to these soldiers; they are not use to it. Most embrace it, one or two try to butt heads. So corrective action is taken. Something these few Soldiers are not use to.
One of them goes to behavioral health says they are thinking suicide, blames the stress of this new nco as the reason. They ask that the NCO be moved to another section because of it.
Lets say as the senior leader; either 1SG or commander and you feel this NCO is doing just what your organization needs. Shake this up, be a hardass, and enforcing a standard that has not been enforced in this organization for a while.
Question is what do you do now? This NCO is right where they need to be. Making great changes for your organization on many levels but you have one soldier talking suicide. How do you handle this?
Posted 11 y ago
Responses: 9
13
13
0
<p>Get the soldier the help they need and if they can't perform after a reasonable time, start separation proceedings. The army and its personnel have the mission to deploy and win wars for the US, if a soldier can't perform their duties to standard they need to return to civilian life. A bar is a great tool if the will commander emplace it. Ensure you have counseling and corrective action with follow ups in an attempt to get satisfactory results. The soldier will either shape up or ship out.</p><p> </p>
(13)
(0)
11
11
0
If the SSG is "doing just what your organization needs" - easy, you leave him in place.
Now, how do make him "effective". Because that's really what the issue boils down to, he may be doing the right thing, but is it having the desired affect.
There will always be "growing pains" when a new leader comes in that enforces standards when that wasn't happening before. Expect turmoil and significant emotional events for folks.
How do we reduce the turmoil but still enforce standards - we clearly articulate expectations immediately upon assuming the leadership position. We do it formally through counseling and then we do it through constant engagement.
You'll find that when standards are clearly articulated and also the repercussions when they are not upheld is clearly articulated, the transition is "easier" - not trouble-free, but easier.
So, personally, I would leave the SSG in position and at every opportunity I would show the command's support for this SSG to let all Soldiers know that we believe he is doing the right thing and that doing the right thing is expected of them.
(11)
(0)
5
5
0
Are you looking for options as a SSG, 1SG or CO?
Was the corrective training documented and what did it consist of?
Does the Soldier in question have a history of disruptive behavior?
Are there issues beyond his inability to cope with stress in a positive manner?
Has a sensing session for the Section been conducted with the new leader absent?
Has a Commander's Inquiry been started?
From a SSG perspective, CYA. Document all sessions with the Soldier, never be alone with them. Be "supportive", and by that, I mean, don't express yourself in a way that can be seen as belittling or demeaning. Recommend courses of action in a matter of fact manner. Be consistent with all your Soldiers.
As a Senior leader, 1SG sensing session with the section to determine what the section consensus is. Is the suicider being a whiny bitch or is the SSG bordering on toxic. Mentor the SSG regardless of the determination from the sensing session. Recommend re-assignment of one or the other. If the recalcitrant is indeed just being whiny, consider seeking administrative discharge from service for compassionate reasons so he can move to a less stressful environment than the Army.
Was the corrective training documented and what did it consist of?
Does the Soldier in question have a history of disruptive behavior?
Are there issues beyond his inability to cope with stress in a positive manner?
Has a sensing session for the Section been conducted with the new leader absent?
Has a Commander's Inquiry been started?
From a SSG perspective, CYA. Document all sessions with the Soldier, never be alone with them. Be "supportive", and by that, I mean, don't express yourself in a way that can be seen as belittling or demeaning. Recommend courses of action in a matter of fact manner. Be consistent with all your Soldiers.
As a Senior leader, 1SG sensing session with the section to determine what the section consensus is. Is the suicider being a whiny bitch or is the SSG bordering on toxic. Mentor the SSG regardless of the determination from the sensing session. Recommend re-assignment of one or the other. If the recalcitrant is indeed just being whiny, consider seeking administrative discharge from service for compassionate reasons so he can move to a less stressful environment than the Army.
(5)
(0)
1SG (Join to see)
<p>Chief, </p><p>To answer your questions. Yes the corrective training was documented and it was nothing crazy or unheard of. Late for formation report earlier, not completing tasks on time compile a list of all tasks and duties you are responsible for then sit down with leader to come up with a plan to ease you work load. Disrespect write an essay on the importance of respect in the military. To easy. A sensing session was conducted most soldiers understand why this NCO is changing things. The other NCOs in the section are in agreement that this is the course of action the section and unit needs. </p><p> </p><p> </p>
(3)
(0)
CW2 Joseph Evans
Sounds like you are well on your way to a successful administrative discharge. Both the 1SG and MSG are solid on their approach. Help the Soldier through his "depression" then move him on to greener pastures. You have the support of your documentation, your peers and your command. Congratulations.
(2)
(0)
Read This Next
Continue with Facebook 
Continue with Google