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

Wow. This is what I am talking about when I speck of NCOs taking advantage of their new PL. I have seen situations like this before when I was an NCO and Officer. I would have personally spoken to him and counseled him. I would have asked him the day prior to right a plan of action as to how to correct his actions and fall in line with the Arm values. I would have read it before the counselling and made any corrections needed to improve it. I would have asked his supervisor to write a plan of action also for the soldier. I would have counseled both of them. I would have counseled the SGT first and lay out his plan that I decided for him, with the assistance of his Supervisor. I would have put benchmarks in there to measure his progress. When he would meet this benchmark I would have then created an event orientated counseling and then continue the plan. If he would have failed he would also get a counseling. I would have also counseled his supervisor. I would have even gave him a plan of action. I would want him to provide the correct guidance to put this soldier on track. If he didn't do his part he would get counseled for his performance.

The end result would be a lot of paperwork. It would be a headache for sure. But the goal is to support the soldier and provide as much information at needed to anyone evaluating the situation. If he does improve it would reflect. If he continues to fail it would also reflect. The counselings would either show his progress or his failures. It puts the ball in his court. By counseling the Supervisor he would have to answer for his actions.

This is my greatest fear when they say NCO business. NCOs try to push their will and make actions happen by other means then the official channel. I had a soldier get an Art 15. When the Commander asked me about him I had no clue what he was talking about. I never made the recommendation. The PSG did and never informed me. It was odd how we had one soldier that never passed the APFT for years and was another NCO. He had no issues and was given a pass. When this SPC had some issues he was crushed and reduced. It was NCO business, they claimed. After that I lost a lot of respect for that NCO.

find out why this happening. personal, money. that is where it starts

If we are trying to trim the force to a certain level, we need to cut the fat from somewhere. If we have repeat offenders start the paperwork, thank him for his service and process him out. I am not trying to be callous about it, I am trying to be realistic.

There's a reason multiple Senior NCOs are wanting to rid the unit of the Soldier. I find it difficult to believe a group of Sr. NCOs would make that recommendation without having already attempted mentoring and rehabilitation
I don't see how SGT Jones can lead troops with a domestic violence arrest; That's one the military's zero tolerance hot buttons. For that offense, I'd consult legal. Determine direction- court-martial or non-judicial punishment. SGT Jones shouldn't be NCO if his arrest has validity
Don't believe in passing a problem to somebody else. If he left the unit, he's being chaptered

Psych eval?

I see no difference between this soldier and ANY other, if they choose to bring dishonor to a unit and the Military as well as the oath they swore to uphold I see no pity for them. Ask yourself, what you would do if it were Pvt Snuffy, they would be home faster than they could spit, so why even think of double standards that will only tear down the moral and respect of the chain. If they are worth keeping then off to a corrective custody facility with them , but having said that it would be in their records and would mean the ultimate end of a career no matter what. Only one thing you can do IMHO.

Never pass a 'problem Soldier' off just because you don't have enough balls or leadership skills to do your job. The NCO Creed is pretty clear regarding this point. The Army is way to quick to chalk up a Soldier and throw him out or pass him off. Obviously, he needs to be held accountable for his domestic violence issues. Our jobs and his leadership is to lead this Soldier. If you have tried everything and deem him to be no longer able to serve our country, then you would need to do what you need to do. I am guessing that since there is no history of counselings, there is no way to know his past since nothing has been documented. This countries Mom's, Dad's, Grandpa's, Grandma's, etc. have entrusted their loved ones to us, it is our job to make damn sure that we do everything we can not to let that Soldier down before we write him off. He will either turn the corner or will need to be sent home. Experience, patience and leadership will determine the outcome!

without having been an officer I am unaware of the rule book by which you were expected to play by, therefore I can only provide the input from an old NCO's perspective. The first thing I would have done as someone who is in charge is to determine some facts. Is this person really beyond assistance and needs to be dealt with or perhaps are there things going on which the unit can assist with?

Stating that The SNCO's of the unit are not wanting to deal with it again suggests that there are many more mitigating circumstances which should be considered. However, the first thing needs to be the collection of facts.

If this is an issue which cannot be solved mutually within the unit, then optioning the member out of the service should be the correct action. Passing the problem along does a disservice to the service member, as well as the service as a whole.

The interesting thing is that as a young officer you must rely on your NCO's to move you along the path of leadership. However, when do you feel that you should question their actions. I would guess the answer to that question, you should question their actions when you have to question their actions...

Not sure I got the entire picture of what SGT Jones' problems were; in my view, I would first try to identify what his troubles are, and what is causing his behavior. Then based on the findings, seek help through counseling or whatever other options there may be available at your location. I would not, I repeat NOT, support chaptering him out, or sending him to a different unit just to get rid of him. That is a cowardice approach...and contrary to every principal of leadership.

Sir, I would have to agree with a few of the other comments that others have posted on here, in which, make sure you get everything in writing, paper trail is always key, counseling statements, sworn statements, etc. When I was on the enlisted side, as a Paralegal and did Article 15s, Courts-Martial, and Separations, I can't tell you how many times I had Commanders, 1SGs, Platoon Sergeants/Leaders, come into my office and want to give PFC Snuffy and Article 15 for disrespecting an NCO, or showing up late for formation, or whatever, and they would come in with nothing, no DA 4856, no DA 2823, nothing, and I would always tell them that I couldn't do anything without paperwork to back it up.

Also make sure you have the "magic statement" on the counseling as well, "You are being counseled in accordance with AR 635-200, paragraph 1-16, for your conduct as set forth in Part II above. Any further misconduct, inappropriate actions, or deficiencies in your performance may result in punitive action under the UCMJ and/or initiation of separation UP AR 635-200." or words to that affect. Most TDS attorneys would tear any action apart without that, I had my first Article 15 thrown out because of that, just don't try to play "barracks lawyer" and put the article in there too, like "you have violated Article 92 of the UCMJ," because then a lot of times you tie their hands and if it's actually not an Article 92 violation, then it could be potentially thrown out as well.