Posted on Dec 21, 2014
Leadership Dilemmas: If you were me, what would you have done? (PART 1)
30.4K
454
126
23
23
0
To all RallyPoint members: I faced this real Leadership Dilemma as a new O-1 in my first unit. Suddenly, I had a second chance to fix the mistake I made. What would you have done if you were me? (PART 1)
// REAL SCENARIO //
“Sergeant Jones got arrested again last night,” my commander told me with an unnerving stare. In the two weeks since my joining the unit, SGT Jones had been arrested for domestic violence, reported late multiple times, and flunked a basic job competency examination. As SGT Jones’s supervisor, I was responsible for remediating his self-destructive behavior and providing actionable, hands-on guidance to him.
However, instead of leading SGT Jones, I made the mistake of deferring to Alpha Company’s Senior NCOs who, in this case, had known SGT Jones for a long time and just wanted him out of the unit. No counseling or remedial actions had been documented. The Senior NCOs began shaping their plan to whisk SGT Jones away to a different unit, thereby removing the problem as opposed to tackling it.
Because I was the newest and most junior officer in Alpha Company, I felt pressured to follow the path of least resistance and therefore didn’t assert myself as a leader – a mistake that meant SGT Jones did not receive the leadership attention he deserved. Unsurprisingly, his misconduct continued.
My commander called me back into his office and told me to tell him what I wanted to do: send SGT Jones to the other unit, or something else?
** RallyPoint members: if you were me, what would you have done? **
//
Tag: SGM Matthew Quick 1SG Steven Stankovich SFC Mark Merino SSG Laureano Pabon LTC Jason Strickland SSG Robert Burns SSG Scott Williams SSG V. Michelle Woods CPT (Join to see) Col (Join to see) Capt Brandon Charters SSgt Gregory Guina CMSgt James Nolan 1SG (Join to see) SSG (Join to see) 1LT John Martin TSgt Joshua Copeland 1SG (Join to see) SFC William Swartz Jr SFC (Join to see) Cpl (Join to see) SFC (Join to see) SGT Thomas Lucken SGT Richard H. MAJ (Join to see) SGM Charles Brainard CPT Gregory Wagoner CMSgt James Nolan SFC (Join to see) SCPO (Join to see) MSG Wade Huffman SSG (Join to see) SFC (Join to see) SPC Brian Aranda Cpl (Join to see) 1SG (Join to see) SFC(P) (Join to see) MAJ (Join to see) SFC William Swartz Jr SFC (Join to see) 1LT John Martin A1C Nathanial Snyder MSgt Allan Folsom
// REAL SCENARIO //
“Sergeant Jones got arrested again last night,” my commander told me with an unnerving stare. In the two weeks since my joining the unit, SGT Jones had been arrested for domestic violence, reported late multiple times, and flunked a basic job competency examination. As SGT Jones’s supervisor, I was responsible for remediating his self-destructive behavior and providing actionable, hands-on guidance to him.
However, instead of leading SGT Jones, I made the mistake of deferring to Alpha Company’s Senior NCOs who, in this case, had known SGT Jones for a long time and just wanted him out of the unit. No counseling or remedial actions had been documented. The Senior NCOs began shaping their plan to whisk SGT Jones away to a different unit, thereby removing the problem as opposed to tackling it.
Because I was the newest and most junior officer in Alpha Company, I felt pressured to follow the path of least resistance and therefore didn’t assert myself as a leader – a mistake that meant SGT Jones did not receive the leadership attention he deserved. Unsurprisingly, his misconduct continued.
My commander called me back into his office and told me to tell him what I wanted to do: send SGT Jones to the other unit, or something else?
** RallyPoint members: if you were me, what would you have done? **
//
Tag: SGM Matthew Quick 1SG Steven Stankovich SFC Mark Merino SSG Laureano Pabon LTC Jason Strickland SSG Robert Burns SSG Scott Williams SSG V. Michelle Woods CPT (Join to see) Col (Join to see) Capt Brandon Charters SSgt Gregory Guina CMSgt James Nolan 1SG (Join to see) SSG (Join to see) 1LT John Martin TSgt Joshua Copeland 1SG (Join to see) SFC William Swartz Jr SFC (Join to see) Cpl (Join to see) SFC (Join to see) SGT Thomas Lucken SGT Richard H. MAJ (Join to see) SGM Charles Brainard CPT Gregory Wagoner CMSgt James Nolan SFC (Join to see) SCPO (Join to see) MSG Wade Huffman SSG (Join to see) SFC (Join to see) SPC Brian Aranda Cpl (Join to see) 1SG (Join to see) SFC(P) (Join to see) MAJ (Join to see) SFC William Swartz Jr SFC (Join to see) 1LT John Martin A1C Nathanial Snyder MSgt Allan Folsom
Posted in these groups: 
Values
What Would You Do
Values What Would You Do
Posted >1 y ago
Responses: 88
0
0
0
I certainly feel that as leaders we must put some effort into reforming a problem Soldier. It is not easy but it can be very rewarding. Sometimes a change of scenery can be good for a Soldier, it should not be to dump them on someone else. Even an MOS change may improve some situations, they would have to show improvements before I would commit more resources into training the soldier. This is a good discussion because sometimes people help promote soldiers as a method of kicking the can down the road. I have had the hard talk with a motivated E4 who was simply not ready to make E5. The biggest thing we as leaders must do is lay out a road map for success and present the options to the Soldier. If they choose the right path then they will be rewarded. Great discussion topic.
(0)
(0)
0
0
0
He should have been recommended for article 15 given counseling and remanded to medical for mental evaluation and treated for his obvious anger issues
(0)
(0)
0
0
0
This is a tough call. I'm not an officer, so I generally try to avoid telling officers how to conduct officer business whether I think it's a dumb decision or not.
From my perspective, I absolutely cannot stand people who beat their significant other (I am an equal opportunist: women don't get a free pass to slap the piss out of their man). That alone would pretty much cause me to avoid any sort of meaningful contact with SGT Jones. And that's where the challenge is -- leaders lead, regardless of whether it's smooth sailing or stormy weather (I just watched a movie with ships, don't judge me bro!).
At the same time, though, pawning off a problem soldier on another unit is BS and I would not be able to countenance that action.
Realistically, though, if this soldier has a DV case on the books, unless regs changed or some shadiness went down to nullify it, this soldier is non-deployable and will probably be getting out soon. So that has to factor into any decision, as well. Without more data I can't really tell you anything but what I would do. And what I would do is keep SGT Jones, bust him down and remove his leadership capabilities, and move to separate him from the service because domestic violence is a no-bullshit offense. The military has deemed that people guilty of domestic violence don't belong, and I uphold and endorse that decision.
From my perspective, I absolutely cannot stand people who beat their significant other (I am an equal opportunist: women don't get a free pass to slap the piss out of their man). That alone would pretty much cause me to avoid any sort of meaningful contact with SGT Jones. And that's where the challenge is -- leaders lead, regardless of whether it's smooth sailing or stormy weather (I just watched a movie with ships, don't judge me bro!).
At the same time, though, pawning off a problem soldier on another unit is BS and I would not be able to countenance that action.
Realistically, though, if this soldier has a DV case on the books, unless regs changed or some shadiness went down to nullify it, this soldier is non-deployable and will probably be getting out soon. So that has to factor into any decision, as well. Without more data I can't really tell you anything but what I would do. And what I would do is keep SGT Jones, bust him down and remove his leadership capabilities, and move to separate him from the service because domestic violence is a no-bullshit offense. The military has deemed that people guilty of domestic violence don't belong, and I uphold and endorse that decision.
(0)
(0)
0
0
0
This may be just me but there is no excuse for domestic violence. If he is abusive to "his own" do you expect him to have compassion for his Soldiers or do the right thing when confronted with an enemy who surrenders and must be treated with respect and according to treaties? Boot him and hope that he gets some time in jail to think about his issues.
(0)
(0)
0
0
0
First, there needs to a formal counseling for what he has done....being arrested, late for duty, etc are not acceptable of any SM, let alone a NCO (would apply to any officer as well). In that counseling, there needs to be a clear understanding of what occured, why it is not accepteable, and what the way would talk with the 1SG for help on this. This will serve two purposes: 1) help him understand the potential results of his actions; 2) start paperwork in the event you choose to seperate him from the service down the road.
Second, I would look to the chaplain or some other form of professional counseler to help. Not know the NCOs background, but there could be a large underlying reason for his behavior (PTSD, something).
Third, I would talk / counsel your PSG and figure out why nothing has been done in the past to correct SGT Jones for his actions. There seems to be more to the story than what the senior NCOs are saying.
Finally....I WOULDN'T transfer him to another unit. Rehab transfer do work, however this doesn't sound like a REHAB transfer, it seems (as you have stated) passing on your problem to another unit, which as Leaders, we don't do.
Also, if you truly are stuck on what to do, I would sit down with your commander, your XO, or your Peers and seek their advice.
Second, I would look to the chaplain or some other form of professional counseler to help. Not know the NCOs background, but there could be a large underlying reason for his behavior (PTSD, something).
Third, I would talk / counsel your PSG and figure out why nothing has been done in the past to correct SGT Jones for his actions. There seems to be more to the story than what the senior NCOs are saying.
Finally....I WOULDN'T transfer him to another unit. Rehab transfer do work, however this doesn't sound like a REHAB transfer, it seems (as you have stated) passing on your problem to another unit, which as Leaders, we don't do.
Also, if you truly are stuck on what to do, I would sit down with your commander, your XO, or your Peers and seek their advice.
(0)
(0)
0
0
0
I don't understand why the Army refuses to treat men like adults. I was the foreman on many construction crews and a manager in many restaurants. If people screwed up, it was not my job to "rehab him". My job was to ensure work was done efficiently and we as a company were safe and made money. The Army spends so much money and time and resources on people who either don't care to be here anymore, or don't care enough about themselves to do the right thing. People forget that the Army is a JOB, not a nursery. People get fired everyday from their job for behavior or performance. Why is the Army any different? It drives me insane how soft we as a nation has become.
(0)
(0)
SSG Mike Angelo
SPC Phil, my best guess would be that DoD Manpower has to be balanced...by law and by the numbers, hence, inflows and outflows. This is one of the differences between civilian contractors and military organizations. Contractors for the most part, have a start and stop date and time while on projects. These projects are part of an ongoing program toward the military. The military has personnel rotational behavior, rather than hire and fire like civilians, the services are contracted for x-years, x-months and x-days.
(0)
(0)
0
0
0
Hard to say without being there... But, I would lead towards: The NCO's who know him best have probably been around long enough to know what the guy is like, or what he has been doing for the most part. Yes they may have some sort of issue with him on a personal level, but that sometimes comes from ALWAYS having to deal with someone's dipsh*t actions on a repetitive basis. So, having been given "trouble making" Soldiers before. I usually like to give them a fresh start and see what "I" can do to help them out, to become a better Soldier etc. Being a new face they might behave or perform differently etc. If they continue their actions and do not improve, then I would have no other option than to believe "the hype" and take others accounts as truth, instead of just rumors and personal opinion of them etc. So, once some time was given to the Soldier and they appear to not be improving it would all be documents with counselings because you have no case if you have nothing on paper. Options such as moving them, or UCMJ/ CH would be on the table for me. BUT, if you move them, and you KNOW they have been given more than enough chances to improve and they do not try, what exactly is ANOTHER chance for improvement going to do, other than drop this burden on someone new? I would have to look towards a CH (since this is all hypothetically). Or you could just not allow re-enlistment and let them out in that manner. And, you also have to see what his performance was in the past. Years prior etc, he may be having some serious issues at home that are causing this performance. This is why I say it is hard to say without actually having the situation occur.
(0)
(0)
0
0
0
I have always been of the school of thought that a leader should always attempt to do what they can in order to bring the Soldier back on track and not pass them off to someone else. I have seen many turn in to valuable members of the team and some you just can't fix but you have to make the effort.
(0)
(0)
Read This Next
Continue with Facebook 
Continue with Google