Leadership Dilemmas: If you were me, what would you have done? (PART 1)

Explain your dilemma to the commander: The unit's senior NCOs want to shuffle SGT Jones along to another unit, but that doesn't seem right. Counseling, professional help (psychological counseling). and close monitoring of SGT Jones are called for. Give SGT Jones one more chance to prove himself.

Talk to SGT Jones - with his NCO support chain and possibly even the commander present - explain that he is nearing the end of his rope and is close to being chaptered. Determine if he has some problem that the military can help with. Find out (ask) if SGT Jones can explain this behavior.

Then, give SGT Jones one more chance. Direct the NCO support chain (with your help) to set up SGT Jones for success -- required appointments, etc.

Monitor the situation closely. Counsel SGT Jones (with NCO chain present) at least weekly until things settle down or it's time for SGT Jones to be chaptered.

Document everything in writing.

Let's address your original plan: Transfer him. Would you, as a PL, want a problem soldier dumped off on you? Not likely, so why do that to one of your peers?

First thing you need to do is speak with this soldier and see what the heck is going on. There might be issues there that you can address yourself (through your senior NCOs). There may also be issues there that may need professional counseling. If this NCO was previously a good soldier, sudden misbehavior is a strong red flag that something is wrong.

As far as remediation plans, yeah, you don't necessarily need to do it yourself directly, but you need to meet with the senior NCOs that you are going to delegate this to and create a clear gameplan. Make no mistake, while they may be doing a lot of the hands-on remediation, you still need to supervise it. The mistake a lot of young leaders make is that they don't delegate properly. They cede responsibility.

Finally, if this Soldier is simply a POS, then yes, maybe a chapter needs to be started. But you can't determine that until you've had a chance to assess the situation.

Hindsight is always 20/20 sir and it is far easier to say "do the hard right over the easy wrong" than to actual do it. Rehabilitative transfers are always a last resort. I know this has been echoed already. It is very disappointing that there was not a rather large counseling packet on SGT Jones, along with all the COAs that have already been worked (ie ASAP, Family Advocacy, Behavioral Health, Chaplain, etc). What SGT Jones a problem child since he arrived to the unit or was there an incident that began his downward spiral? Questions like that should have been asked to ascertain the rest of the story.

It is difficult to be the new guy/gal and go against the recommendations of those who have been in a unit, especially Seniors. However, like I said in the beginning, hindsight being 20/20, I fell that explaining to the CDR that you needed more time to gather all of the facts of the situation before you made a decision should have been the call.

I voted "other" because I feel that as a Leader, it is our job to find out the root of the problem before deciding on a COA. SGT Jones may have underlying problems that need to be tended to. This may not rehabilitate him in a way that he is retainable, sadly that ship may have sailed, but it may be what he needs to ensure that he is led back onto the right path. Soldiers are people and we have a responsibility to accomplish the mission and look out for their well-being.

CPT Aaron Kletzing step one: talk to the soldier.

I said other because stepping up as his leader is a secondary thing. The first most alarming thing I read was: "...Senior NCOs...had known SGT Jones for a long time and just wanted him out of the unit. No counseling or remedial actions had been documented." NO COUNSELING after all the misbehaviors by the NCO.

Granted, knowing what I know now as a retired experienced NCO would be much different than a brand new, young inexperienced 2LT. Regardless, I believe the correct course of action would definitely be to chapter the NCO out BUT there are steps to follow in order to do so IF the NCO is not willing to correct himself. In addition, transferring the NCO to another unit is the absolute worst decision to make. Passing along a problem just takes up more time and energy for others who had nothing to do with the problem itself.

The first thing I would have done is speak to my Commander and get some guidance/mentoring in how best to approach the issue. While the bulk of the issue is the NCO himself, part of the problem is the lack of leadership by the senior NCOs in not properly counseling the NCO let alone getting him to mental health (maybe?), marriage counseling, and anger management class (maybe?). There has to be something going on deep beneath that is causing SGT Jones to lose focus on his job (failing a basic competency test???) as well as being late multiple times. The senior NCOs also need to be counseled by yourself, possibly the CO, and maybe even given an NCOPD by the CSM. While NCOs are the backbone and enforcers, we do make mistakes too and need leadership too. Sometimes things inadvertently get personal and we internalize the problem thinking we can totally handle it ourselves. Sorry, but we ALL don't live in a little box. We have to rely on others, at times, through their perspective and experience.

Just my 3.57 cents worth. Looking forward to Part 2.

So, what you have is an NCO in a tailspin. He has massive home troubles that have spilled onto his Military career. The easy route that the NCOs are taking is remove the problem. You are the brand new Officer and it gets thrust on you.

You as a young leader have an awesome opportunity to stop in and show leadership, build trust, improve morale, and earn LOYALTY from your new unit. You also have the opportunity to be just one more of what they already have. Choice is yours. (Insert caveat here: If he has been criminally charged, there may be nothing to do but stand by him and offer some support)

So, I would grab ahold of his supervisors and 1stSgt and hear exactly what all they had to say regarding all past performance and issues of late. Find out exactly what discipline has been handed out and generally get myself up to speed on the situation. THEN, I would go have my sit down with the Commander. It sounds as if he is giving me the option of stay/go, so I would tell him to give me a shot at STAY. If we can save the Sgt, we give him a rehabilitative shot, we send a message to the Troops that "you matter" and I as the new LT show that I am here. Also, if we can save him, you will wind up with a NCO who will have a broad "I have dealt with issues" base to draw on down the road.

Saving him will be tough, and will take some focus, a lot of work and a lot of assistance from the NCOs, who I fully believe would step in and do the right thing. And....as the new LT, you need to listen to what they have to say about the Sgt with the issues and explain what it is you want to do, or you run the risk of "disregarding your NCOs".

Personally, for me: If I can fix it, square it away and keep him, I would prefer it. If he is criminal, and/or chooses not to fix, then Hasta La Vista.

As a leader, it is your responsibility to know your Soldiers, and their problems. As a 2LT however, you are limited in how much you can do UNLESS you step up immediately and take charge (this has to do with the perception that 2LTs do not know what to do - and they usually don't...)

The best way to handle this (IMHO) is to gather the senior most NCOs. Discuss with them the facts (The five W's and H):

1) How long has this been a problem?
2) Did SGT Jones at any point during his tenure there, perform well before he started having problems, or has he always had issues?
3) If he used to perform well, what has changed in his life?
4) If not, why has he not been demoted, or chaptered?
5) Who is closest to SGT Jones?
6) Who dislikes him the most?
7) Why has he never been counseled for his performance?
8) Does he need referral to Psychiatric or Mental Health, or does he need counseling of any sort (Family, Anger Management, Financial, etc.)
9) Has he EVER deployed to a combat zone, and if so, in what capacity (Fobbit, Door Kicker, Secret Squirrel, etc.)
10) If he has deployed, what did he see, do, have happen to him?
11) Is there a possibility he is either abused (by his spouse - hey it happens and it's a NO Sh*t isssue) or was sexually assaulted (also a big issue if it ever happened, either when he was a kid or adult)?

These are just a few of the questions that come to mind that should be asked.

Advise your senior NCOs that they are not to discuss the situation with anyone outside of the office (esp. juniors)

Then call SGT Jones into the office, and counsel him on his performance FIRST, and that it WILL NOT be tolerated. Make sure he understands that his life is in his hands at this point. You should have your most senior leader in that office with you, as well as his first line supervisor. They need to see that you are taking charge, and that you are not going to tolerate BS from SGT Jones.

Start digging into why he is acting this way. If he has a personal problem, advise him that while you may not have experienced his particular problem there are people who have, and he needs counseling or help.

Advise him that you will help him if he wants it, and that you will help him find help if he'd rather that.

Also advise him that if he continues his behavior, you will be forced to recommend him for Chapter (regardless of whether he is seeking help or not).

Ask him if his situation is such that he would feel more comfortable being in the barracks (esp. if he's considering divorce).

Last, DO NOT ship him off to another unit.

I have always hated it when a unit ships off a bad Soldier just because they don't have the leadership ability to fix the problem, and instead try to "give the Soldier" another chance - thing is - once you are labeled a screw up and sent packing, that label follows that Soldier to the new unit and they still wind up being judged based on that label. Deal with the problem at the lowest level possible, and if it can't be fixed, then get that Soldier out.

I could go much more in depth on this, but I think you've got the gist on this...

Transferring a SM is rarely the answer. A good leader never dumps their problem on another unit. I have seen a transfer after a court martial found the member was acquitted. This was to give the member a fresh start without the shadow over him from unit members that testified against him and the Sr Leadership that pushed for the court martial in the first place.

While you SNCO advised you of a course of action, you are not obligated to follow them, just take them as advisement. If you disagreed, you have a Commander to advise you as well.

The biggest thing is did YOU sit down and talk with the individual....just that simple task gives you so much more info to accurately determine how best to handle the issue. Rarely things are cookie cutter.

I am going with other... You need to step up as a leader, but whether he can improve is debatable.
You have a problem child who has had someone covering for him for a while and he's finally burned every bridge in the unit, except you and the Commander... No one wants to do the paperwork, because starting now, means that they haven't been doing it all along. Then there is also their own potential culpability in his decline (late work schedules, nights out with the squad/plt, or that someone else in the unit is sleeping with his wife).
Regardless, as others have stated, you know he is a problem, and as a leader, you can't pass the buck. Fix him or get rid of him yourself. Your dilemma as an officer, is that any illegal activities (UCMJ violations) you discover as a routine counseling sessions have to be reported to the Commander and preferred for an investigation or charges (and especially if there are allegations that the PSG is sleeping with his wife). Unfortunately, at this point, you are the only person who can hear him without filtering any of the unit's toxic history from any follow on reports. The Commander may suspect something, but needs you (the new guy) to find the details.
This Soldier's faith in his leadership and the Army values may already be well beyond redemption, so it really falls on you to make sure, as the CDR's representative, to find out what broke this Soldier and remove it from his unit and see that this Soldier is provided as gracious an exit from the service as possible.

Keep in mind, this is just one scenario of a Soldier broken by a toxic unit. This Soldier may simply be irredeemable, but someone at some point thought he was NCO material. There may be medical reasons for his decline as well, TBI, PTSD, etc. Also a good reason to see him get help and find a gracious exit from service.
Still, he is going to be a leadership challenge, he is accustomed to being left to his own devices without repercussions for bad behavior. He will be reluctant to speak honestly because of personal ties in the unit, burned bridges or not. He will be reluctant and resistant to help because of the stigma associated with counseling/therapy/diagnosis. The only thing you have going for you at this point is the leverage of the latest DUI.

Sir, While I may not be a Commissioned Officer, I have learned some insights of leadership. The first is that to lead is to serve, the second is being a leader means doing the things no one else is willing or wants to do. I can only imagine your dilemma. The easy way out will be to kick him out. It's no longer your problem but the problem remains. And throughout history there has always been people out there who want to point the finger at the Government and its affiliates. If I was in your shoes I would talk with him heart to heart see what's going on recommend him to go for counseling maybe he is afraid of a stigma for seeking help. If he refuses recommend a command referral on him. Send him to the chaplain and have him and his wife get help through Victim's Advocacy. While they are quick to find and crucify Domestic Violence, they also have resources to help the family cope and build healthier relations which in turn increases combat readiness if it succeeds for the NCO is not fighting two fronts his Career and his family. And if it fails then you can recommend a chapter with a clear conscience that you and the Army has done everything for him. I speak from experience I had a hard time coming back from Iraq (I am a reclass) and if not for leadership that refused to let me continue on my path of self destruction and got me the help I needed who knows what would happen?
A leader is one that will stand by his men and the needs of the mission. You stand with your men you will be amazed at the results.

As for your NCOs. I am not an NCO but I believe in the Creed like any NCO. The NCO ranks is truly the backbone of the army. While most in the Commissioned ranks gained their leadership from Military Schools an NCO gained leadership from experience and is always the advisor to the commissioned and their support for the mission. And an NCO who tarnishes his(or her) standing also brings discredit to the Corps. It goes against the creed. In the end Sir it is entirely your decision everyone here is advising you on their thoughts and may you make the right decision for him, his family and your Troops.