How do you handle an individual/section or unit with a known integrity problem?

CSM Michael J. Uhlig — Thu, 06 Oct 2016 12:52:26 -0400

I believe with soul that if you fail to enforce standards, you create a new standard.....you don't walk by a problem and turn your head - you take immediate action to correct the stoppage!

Why is it so damned hard for people to call the shot and get them back on track doing the right thing? What's your experience and how did you fix it (other than crushing nuts)?

Response by MSG Brad Sand made Oct 6 at 2016 12:55 PM

MSG Brad Sand — Thu, 06 Oct 2016 12:55:08 -0400

You handle the problem by enforcing the standard or correcting the problem? It starts with you, because you can only really control...at best...one person?

Response by LTC Yinon Weiss made Oct 6 at 2016 12:58 PM

LTC Yinon Weiss — Thu, 06 Oct 2016 12:58:02 -0400

CSM, you probably have as much experience with this as I do, but here is my two cents.

There are often a few key leaders that perpetuate, and therefore exacerbate the problem. You have to get rid of their behavior (either by rapidly changing them or by removing them, more likely the latter). Unfortunately that is really hard to do in a government organization, and is why I believe places like the VA have such a major problem. When you remove leadership and call them out for a serious problem, it creates the space needed to address problems. People have to understand that change is serious, and they need to get on board and can't just ride it out.

Response by CPT Jack Durish made Oct 6 at 2016 1:34 PM

CPT Jack Durish — Thu, 06 Oct 2016 13:34:35 -0400

People are not who you think they are.
People are not who they think they are.
People are who they think you think they are.
Think about it.

Response by CSM Chuck Stafford made Oct 6 at 2016 1:46 PM

CSM Chuck Stafford — Thu, 06 Oct 2016 13:46:12 -0400

You provide immediate decisive and unquestionable corrective action -- either the individual or section steps up their game and meets the standards or you see that they are no longer involved in the game.

Response by SGT Robert K. made Oct 6 at 2016 2:07 PM

SGT Robert K. — Thu, 06 Oct 2016 14:07:22 -0400

I believe a lot of this is from the concept of "Responsibility".
The Army created the 7 Army Values in the mid 1990's - Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, Personal Courage. And in accordance with AR 350-1 Army Training and Leader Development (19 August 2014) there is a requirement for soldiers to receive at minimum 1 hour of training on the 7 Army Values annually. During my career I have never received this training.
Oxford dictionary defines responsibility as:
1.) the state or fact of having a duty to deal with something or of having control over someone
2.) the state or fact of being accountable or to blame for something
3.) the opportunity or ability to act independently and make decisions without authorization
4.) thing that one is required to do as part of a job, role, or legal obligation
5.) moral obligation to behave correctly toward or in respect of

I am an old school soldier but to me the definition of responsibility sounds a lot like the 7 Army Values. We need to hold soldiers (all ranks/levels) Responsible for their actions or lack of actions.
Stop the political correctness and focus on the mission, the job/task at hand, hold people responsible for their actions and stop being NICE.
A NICE Army has never won a war.

Response by CSM Richard StCyr made Oct 6 at 2016 2:30 PM

CSM Richard StCyr — Thu, 06 Oct 2016 14:30:51 -0400

CSM, when I encountered this, made it my special project to check, check and recheck everything that Soldier or section did and throw the BS flag and document when things didn't match up. If I couldn't alter their behavior then I'd hand my leaders book to the BC. Can't have leaders that you can't trust, Soldiers lives and missions success depend on honest evaluations and dialog. You can work with someone who is tactically or technically weak, they may foul things up but you can train them.

Response by SFC George Smith made Oct 6 at 2016 8:29 PM

SFC George Smith — Thu, 06 Oct 2016 20:29:50 -0400

individual ... weed him out
section /unit break them up and make sure the gaining unit is aware of the problem incase it continues...

Response by LTC Stephen F. made Oct 6 at 2016 8:52 PM

LTC Stephen F. — Thu, 06 Oct 2016 20:52:49 -0400

If the integrity problem involves theft of government property or deliberate misuse of government property I would think the UCMJ has sufficient statutes to charge the offenders CSM Michael J. Uhlig.
If subordinates consistently get it wrong reeducation of the standards for the groups would make sense. If one or two leaders are at the root of the problem they should be counseled in writing and given specific instructions on what needs to be done and how long they have to make the changes.

Response by Col Rebecca Lorraine made Oct 6 at 2016 11:08 PM

Col Rebecca Lorraine — Thu, 06 Oct 2016 23:08:30 -0400

There are reasons why behavior deviates from expected norms. #1 Some of us have high ideals and believe and expect others share these values. We lead and struggle to do the right thing. We are almost always disappointed in the performance of others but we push and pull. #2 Some of us just want to get by, collect our pay check and keep a low profile. We are always avoiding #1. We will do the right thing if someone is micromanaging us. We aren't leaders and we don't really care. #3 some of us are bad actors. We are opportunists and feel justified in getting away with anything we can. We lack a major regulator. We are self-oriented and have the ability to drag #2 down the toilet and throw them under the bus. We suck up and manipulate. It would be great if everyone was a #1, but I think there are three basic personas and I agree with MAJ Weiss that the #3s need to be shown the way out. Manage the #2s and mentor the #1s. It is raising a new generation. But leadership is a very active business. Save the nut crackers. I'm not sure that really works.

Which one are you or are we all a blend? I think every culture has some variation of the 3.

Response by MAJ Private RallyPoint Member made Oct 7 at 2016 6:51 AM

MAJ Private RallyPoint Member — Fri, 07 Oct 2016 06:51:57 -0400

I believe when you ignore a problem you endorse a problem. This failure of leadership gives the offenders the notion that you approve of their methods. Of all the character traits that make an effective team or leader integrity is right up there. If you can't trust someone with little integrity issues how are you supposed to trust them with the larger things. Meet the issue straight on before it becomes cancerous. Get the support of others to make your point. Do not allow it to fester or it could ultimately call your integrity into question. "So and so knew I did this and he did not have an issue with it"

Response by COL Mikel J. Burroughs made Oct 8 at 2016 10:57 AM

COL Mikel J. Burroughs — Sat, 08 Oct 2016 10:57:21 -0400

CSM Michael J. Uhlig You go after the issue immediately and you fix it Michael - just like you said. You can't let it fester. Issues like that don't work themsleve's out - they need a leadership intervention. I would get the facts and then meet with the key leadership (my CSM and Deputy Commander, Chaplain in some cases) and we huddle and discuss the best COA's and then execute the best COA (sometime with shock and awe) and other times quietly and stealthy dependent on the situation. BLUF: It can't go unchecked or unresolved! It's like a cancer and it will spread! Addressing it promptly, professionally, and quickly sends a message to the rest of the organization and all those assigned. Just my two cents! Good Question and Post Michael!

Response by MSgt Christopher Schoen made Oct 11 at 2016 8:24 AM

MSgt Christopher Schoen — Tue, 11 Oct 2016 08:24:04 -0400

Integrity problems? Individual who can't be trusted? I always relied on my "gut feelings" when someone/something wasn't right. If leadership is turning a blind eye...then elevate it. The culture is corrupt and needs to get back on track. Stick to your guns and document it all.

Response by PO1 Roger Waddle made Oct 11 at 2016 9:13 AM

PO1 Roger Waddle — Tue, 11 Oct 2016 09:13:12 -0400

To many variables to discuss on a webpage but in general uppper enlisted and officers have to have mutual respect for each other from there grab a handful of the E-6s balls and tell him to fix the problem AND THEN STAND BEHIND HIM

Response by Sgt David Hutchinson made Oct 11 at 2016 9:42 AM

Sgt David Hutchinson — Tue, 11 Oct 2016 09:42:02 -0400

My wife still can't wrap her head around why I don't let people in society get by with half a$$ing stuff when we pay for services. Thank god she says it's one of the reasons she loves me that I'm still trying to change the world and right wrongs

Response by 1stSgt Nelson Kerr made Oct 11 at 2016 9:57 AM

1stSgt Nelson Kerr — Tue, 11 Oct 2016 09:57:36 -0400

I what was my line of work, I take action to remove access to classified materials, that gets him out of the shop, the AFSC and most likely the USAF. Removing access to TS/SCI material requires very little effort. It is also an area where giving someone who can not be trusted a second shot is a bad idea,

Response by SGT Benjamin Foster made Oct 11 at 2016 10:18 AM

SGT Benjamin Foster — Tue, 11 Oct 2016 10:18:18 -0400

It starts with the first line leaders, it's their job to set the example, they were promoted to a leadership position for a reason. Their job is not to be best buddies with the soldiers in their team. However, some problems the can't handle on their own and they need the support of the Squad Leader and Platoon Sergeant. Integrity issues need to be handled at the lowest level, if they can't be resolved then it needs to be documented thoroughly and sent up the chain.

Response by SSG Drew Cook made Oct 11 at 2016 10:23 AM

SSG Drew Cook — Tue, 11 Oct 2016 10:23:52 -0400

It's not hard at all. Leaders train and set the precedent. If the leader fails, it's probably time for a new one.

Response by 1SG Robert Rush made Oct 11 at 2016 10:40 AM

1SG Robert Rush — Tue, 11 Oct 2016 10:40:31 -0400

I agree with CSM Uhig, you need to address the issue and come to an understanding with in Army Standards. As a senior NCO, it is our responsibility to enforce the Army Standards and also to listen to and help support our enlisted and officer corps.

Response by SSgt Chris Frey made Oct 11 at 2016 12:09 PM

SSgt Chris Frey — Tue, 11 Oct 2016 12:09:06 -0400

you report it to the IG, if theres theft you report it to the MPs... theres systems in place for these things failing to report issues causes issues.

Response by CSM Larry Shaw made Oct 11 at 2016 12:27 PM

CSM Larry Shaw — Tue, 11 Oct 2016 12:27:35 -0400

Agreed

Response by Sgt Paul Mason made Oct 11 at 2016 12:41 PM

Sgt Paul Mason — Tue, 11 Oct 2016 12:41:20 -0400

I learned as a Volleyball Referee that the tighter you called the game, the better the players played. This is true of people in general. If you're correcting a problem with a unit, establish a code of conduct with consequences, and (this is important) apply the consequences equally and consistently. You should allow for redemption for first timers. Repeat offenders need to removed from the unit. Often, the reason a unit has this problem is poor leadership and one or two bad apples. Lead and throw away the bad apples :-)

Response by CPO Greg Frazho made Oct 11 at 2016 1:53 PM

CPO Greg Frazho — Tue, 11 Oct 2016 13:53:49 -0400

I'll do you one better: how about a civilian organization being run by a former military member with a cavalier leadership style, an abrasive personality and who also has an integrity problem? Amazingly, the answer to all of these scenarios is the same response: you confront it and then you live with the consequences however unpleasant they may be. Anything worth doing is worth doing well, and this is no exception.

But you have to be professional and also effective about the confrontation. In some cases, as in the private sector, you will have to cut your losses and bow out with little fanfare since there's no UCMJ or regulation to fall back on. I recently quit a job where I felt the corporate climate was unhealthy and the same LLC's safety standards were lax if not flagging. I didn't take this decision lightly and I got a second opinion from a subject matter expert, a fellow retiree whose judgement I trust implicitly, before I resigned.

I specifically annotated the reasons I walked away in a terse but still professional letter of resignation. It was the abridged version of how I felt. If I'd wanted to go into a hotwash or Lessons Learned scenario, the correspondence would've been a few if not several pages of things I observed and found lacking. I felt that was overkill. IF they'd ever wanted me to go in depth as to why I felt the way I did, I could've and still would oblige them. Alas, I haven't heard a word from them since, nor do I expect to.

Response by SGT Arno Paul Schumann made Oct 11 at 2016 4:20 PM

SGT Arno Paul Schumann — Tue, 11 Oct 2016 16:20:50 -0400

It would've depended on how short I was.

Response by PVT Mark Brown made Oct 11 at 2016 4:24 PM

PVT Mark Brown — Tue, 11 Oct 2016 16:24:09 -0400

I guess that would depend on my rank at the time. If I were a leader, even and E3 I would take some steps from within with my closest buddies and try to talk some sense into them. In every unit in every branch there is some tomfoolery that is going to be going on...can't help it, it's the nature of the beast. When that misbehavior goes beyond simple, harmless fun, then you have a problem. One that will continue to grow. At that point your chain of command is obviously a dysfunctional and of no further value. Take all this grab ass behavior onto the field of combat and you will wipe it all out. So, this E3 needs to confide in and E4 (Corporal) or E5 Sgt to pass the up the chain. Results should become immediately apparent, if by pass the next in command and seek counsel of you platoon sgt, should, by the way, be on top of the problem. If there still seems to corrective movement then the chain of command is clearly broken. Depending on your unit politics and physical location, next move would be to platoon leader, 1stSgt or company commander. We all know where we go next, CSM or Batt XO then Bn CO. An integrity problem can appear in several areas, honesty, sexuality, esprit de corps and many other areas. The first time a spot lis missed on the floor, next it will be two spots, then the windows get dirty. Get my drift. As a member of the United States Military you have agreed to and undertaken certain responsibilities. IF you brother or sister won't kick you in the ass then there is trouble brewing.

Response by SSgt Robert Rowland made Oct 11 at 2016 5:33 PM

SSgt Robert Rowland — Tue, 11 Oct 2016 17:33:26 -0400

I called bullshit on the out of control "bagger NCO" (bags you for haircut violations or lack of mirror shines on shoes or gigline misalignment etc.). This guy was harassing and snitching off new young airmen and i bitched ro my 1Sgt about it. Got bagged at every inspection thereafter and got CQ right in the middle of every three day weekend forever more till i got rotated out. Never again guys never again. I am just a cog im the machine.

Response by SGM Private RallyPoint Member made Oct 11 at 2016 5:40 PM

SGM Private RallyPoint Member — Tue, 11 Oct 2016 17:40:43 -0400

I bet there are at least 3 NCOS between you and an on the spot correction and you are the one making it. Now you are the bad guy and toxic. Get out CSM, today's soldier just wants to do what they want.

Response by SMSgt Lawrence McCarter made Oct 11 at 2016 6:33 PM

SMSgt Lawrence McCarter — Tue, 11 Oct 2016 18:33:33 -0400

First the rules must be spelled out, they must not change and apply to everyone without exception. No one should have to guess what the rules are today. Delegate authority based on those rules and give people the authority and backing to make decisions. If they are right, stand behind them and don't be intimidated, if they made a mistake don't embarrass them in front of their peers or anyone else. Treat workers with respect and You will earn it back. The first time there is a violation it must be dealt with so everyone knows that is the result and don't waiver otherwise You have lost all control. It will be well He got a break why can't I ? Understand also people do make mistakes, that is what humans do but honest mistakes are one thing but deception and dishonesty are quite another. For the person that did 25 good things one mistake should not sink them. The concept of making everyone feel they belong and are part of the team, that works. Yes, order need to be kept but be fair about it and often the problems do not arise as a result and people enjoy the job and want to be part of the working team. Also make sure You hear both sides of any story before taking action, often there is a lot more to an issue than what is first rises to the surface. Don't jump to conclusions unless You have looked into all the evidence.

Response by CW3 Private RallyPoint Member made Oct 11 at 2016 6:48 PM

CW3 Private RallyPoint Member — Tue, 11 Oct 2016 18:48:15 -0400

If they aren't a bad person, but clueless, train them and work alongside to give guidance. If they're a bad person, shield others, make a papertrail, and get them administratively 'fixed'

Response by CSM Robert Hanks made Oct 11 at 2016 7:43 PM

CSM Robert Hanks — Tue, 11 Oct 2016 19:43:10 -0400

When I was faced with this situation, I just started asking which standard they were following and can they show it to me and until they can do that that behavior or activity stops immediately, i.e. Using a weapon simulator for qualification vs MARF or 25meter alt C course. As for individual issues address them head on and start documenting them.

Response by PO1 Kevin Dougherty made Oct 12 at 2016 12:09 AM

PO1 Kevin Dougherty — Wed, 12 Oct 2016 00:09:44 -0400

If it's a leadership issue, and you are the new leadership, (happened to me once), that is a different issue entirely. Firm but fair goes a long way, but when that does not work, stronger measures are needed. If it's really an integrity issue, I'm not sure you can correct it without crushing nuts. Personally I have no problem with that, the hard part is determining the proper set to crush... i.e. who is at the root.

Response by 1SG Harold Piet made Oct 12 at 2016 6:31 AM

1SG Harold Piet — Wed, 12 Oct 2016 06:31:32 -0400

I had excellent leaders when I was E-1 to E-5. they also taught me that you set the standards, and you adhere to the standards, and you take immediate action with anyone that did not meet them, with counseling, training, Non Judicial Punishment, then elimination. If you do not take action, then you accept the action as standard. I as a leader have to be right by regulation, which often required me to seek advice or information from others. When the troops know what you expect, they try to please, it is their job. There is always one or two in every crew in the corrective action process. I always had great teams, They made me a success.

Response by SFC Gary Fox made Oct 12 at 2016 7:53 AM

SFC Gary Fox — Wed, 12 Oct 2016 07:53:07 -0400

I remember while in Iraq, I was having lunch with my BN CDR when he observed two colonels sitting at another table, one wearing a tab over his unit patch. He couldn't tell what the tab said, but thought it unauthorized. As the colonel was sitting behind me I couldn't see, so I got up and went to get something so I could observe the tab as I walked by. The tab said, "Infidel."

I stopped at his table and informed him very professionally that the tab was unauthorized. He said he was wearing it to make a point. I told him as a colonel he was setting the wrong example to the troops and asked him politely to remove it. He congratulated me for doing the right thing and said during the six weeks he was wearing it, I was the only person to correct him. He said the point he was making was to the other colonel that nobody would dare to make an on-the-spot correction to a colonel.

It made me wonder why a colonel would feel the necessity to make such a point and it dawned on me that NCOs either didn't care, or were completely unaware they had an inherent responsibility to enforce all policies and regulations regardless of the rank of the offender; another option being they were afraid to correct a colonel. I was also dismayed that a colonel felt the need to find it necessary to make such a point.

Response by PO2 Christina Hutson made Oct 12 at 2016 8:10 AM

PO2 Christina Hutson — Wed, 12 Oct 2016 08:10:27 -0400

This is all true but if you want to advanced in rank you have to deal with incompliable people when your order to do it or get in trouble. You have to take them by there shirt collars and tell them what you expect out of them that usually get the job done. I even. Medical hold individuals.

Response by MSgt Private RallyPoint Member made Oct 12 at 2016 9:16 AM

MSgt Private RallyPoint Member — Wed, 12 Oct 2016 09:16:16 -0400

Immediate measures must be taken, but those measures must take into account the full circumstances and must address those as well. For example, the officers who cheated on the nuclear tests were disciplined, as they should have been, but the standard of having to achieve a 100% on a monthly exam was also changed. Anytime the system creates a problem by unrealistic expectations and/or creates unreasonable punishment for failing to meet those standards, people are going to know the lesser or two evils is to bypass that standard or system somehow.

In my experience there are few people who flat out have an integrity problem, and many, many more good people caught in a flawed system with no way out that in their control. The former aren't salvageable. The latter are.

Response by Cpl George Crab made Oct 12 at 2016 9:59 AM

Cpl George Crab — Wed, 12 Oct 2016 09:59:06 -0400

Watch, then implement the strategy used by Gunnery Sergeant Highway. ;)

Response by PO2 Robert Moore made Oct 12 at 2016 10:55 AM

PO2 Robert Moore — Wed, 12 Oct 2016 10:55:19 -0400

You cancel all liberty until you see the standards adhered to. Threatening that is usually all that is necessary, if it's known you don't bluff. LOL

Response by SGT Craig Northacker made Oct 12 at 2016 10:58 AM

SGT Craig Northacker — Wed, 12 Oct 2016 10:58:19 -0400

Our world currently has far too much corruption and greed driving virtually everything. From procurement to the Federal Administrations, State and City governments, and our judicial system. I fight with them all on a daily basis, and it is exhausting just trying to get someone to do their job. NCO's and officers have two primary responsibilities - accomplish your mission and take care of your troops. The outside world has no such concept, or rarely, at any rate. We learn discipline and serve our country while in - that should not change on the outside. Our current Presidential experience is a prime example of corruption gone awry. We need to lead by example ans take our country back - which is what we at Vets-Help have been doing for the past 9 plus years. In North Carolina the Governor is responsible for introducing the toll road mess in Charlotte - he worked for the lobby firm representing Cintra before he was made Governor. The Attorney General, Roy Cooper, has done an outstanding job burying investigations and allowing a judicial system to flourish where civil rights are encountered by accident, not by design. All of these pieces affect everyone. And you rarely hear the stated concern for military and veterans, and their families. Teach your people to do their job, to develop their self-respect and become a productive member of your unit. If they do not, get their attention and/or remove them. I presume blanket parties are a thing of the past - I would not allow them, but this was a form of discipline handed down through the ages to make sure someone would perform - by leadership or by threat. We can no longer afford the insidious malaise that has infected our country - tolerating sloth is unacceptable now. Especially by folks in the military - because it will slap you in the face when you get out.

Response by PO1 Private RallyPoint Member made Oct 12 at 2016 12:52 PM

PO1 Private RallyPoint Member — Wed, 12 Oct 2016 12:52:05 -0400

If this problem has a clear-cut answer, we would have not had this headache everyday. Enforcing 'doing the right thing' is a process. The upper chain of command sets the tone and standards. Supervisors must carry out the daily work activities with high standard. If they do not do it, subordinates will not do the right thing. Also, we have many dirt bags in military. Therefore, we must constantly train and supervise them. I had few of them, and it was not fun to work with them. Fostering trust and safe environment is every important. Our subordinates should not be afraid to let us know if they make mistakes.

Response by TSgt James Carson made Oct 12 at 2016 2:04 PM

TSgt James Carson — Wed, 12 Oct 2016 14:04:01 -0400

You will loose, but nice try. The system is rigged against you as you may well discover. I tried the higher ground and ignored the warnings. Oh I won a few battles that were ever so obvious, but lost when it came to moving in my carrier. Ask for a transfer and move on or get out and live with it as a civilian.

Response by SGT Charles Cameron made Oct 12 at 2016 2:09 PM

SGT Charles Cameron — Wed, 12 Oct 2016 14:09:26 -0400

I've been in this situation...Having read, 1st, the other responses, I do agree, you need to "nip it in the bud" or it will...and does fester. You loose control. I have also observed that those who bully and yell the loudest, are , many times, left alone. We are trained to work as a unit...a family. Like a cancer, it will spread, and needs to be removed, and/or corrected. What I have used, is the fact that they are instructed and told about the possible outcome from their actions. If they do not stop...they pay the price..period. Sure, they will yell and cry, but they brought it upon themselves. In the military, there really is no place for a PC state of mind. Sure, you show proper respect and courtesy to all your fellow members, but you and you buddy's survival is a reality. These negative actions show that you have no respect...or pride for yourself...or others.

Response by MCPO Tom Miller made Oct 12 at 2016 2:46 PM

MCPO Tom Miller — Wed, 12 Oct 2016 14:46:39 -0400

I think in today's military with all the complexity of political and PC driven ideology yesterday's black and white standards aren't viewed as a standard for today! Weakness is presently incorporated by top down leadership! Admittedly, my tenure was remotely easier as we knew the chain of command was strongly supportive as was consistency and to be call a politician was an insult! Good discipline started as an E2 and followed through to O10! Questioning authority was rare and you'd better have sound footing without immature fault finding. Life was good, pride in advancement, professionalism and competence led and standards of leadership flowed and seldom questioned from the top of command to that new enlisted. Hard nose leadership was fair and respectful and emulated. With all these regulations even secularism has deteriorated basic motivation for standards of conduct, unity, that once competition set aside that made it clear it was your motivation to improve that established advancement and politics was for civilians. God bless today's leaders as their job is shamefully more complexed with all the social engineering brought into our military today!

Response by MSG Private RallyPoint Member made Oct 12 at 2016 4:54 PM

MSG Private RallyPoint Member — Wed, 12 Oct 2016 16:54:12 -0400

I remember the story about Sun Tzu being challenged by a warlord to apply his famous war doctrine to train 180 women from the warlord’s palace into an orderly company. Among the women, two were the warlord’s favourite concubines. Sun Tzu divided the women into two groups and put a concubine in command of each.

Sun Tzu then set the women a simple drill and made sure they understood what to do. However, when he started ordering them to perform the drill, the women burst out in laughter. He tried again with the same result. Sun Tzu claimed that this failure of the troops to obey was the fault of the commanders. So, despite the warlord’s pleas, he ordered the two concubines beheaded as an example for the rest of the company. Thereafter, the women did not utter a single sound and performed the drill exactly as commanded.

Response by 1SG Private RallyPoint Member made Oct 13 at 2016 12:34 PM

1SG Private RallyPoint Member — Thu, 13 Oct 2016 12:34:55 -0400

If it subordinates with integrity issues crush those nuts at the same time teach them and guidelines them to a place where they can decide for them selves that the army has no place for soldiers that lack values. Now if it is a senior leadership thing tread very carefully because sometimes the cancer can run deep and beyond just a company leadership, it could ingrained in there unit culture.

Response by GySgt Paul Dantonio made Oct 20 at 2016 8:50 PM

GySgt Paul Dantonio — Thu, 20 Oct 2016 20:50:12 -0400

T. CaretBecause people are greedy and don't care who they hurt all for they care is about what they can get out of you and drop like a hoot potatoe seeµs like I'm having that problem one never satisfied with what they got what møre and don't care how they get blow smoke up your ass sounds like I 'm bitter but I hate. Getting screwed over. And that my fault nice people end up with nothing have a good night