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

Unforunately, I've seen Senior NCOs display this behavior quite frequently. Rather than deal with the situation at hand through proper mentorship and leadership they find a way to avoid the issue altogther. It's why I always tell officers they need to be involved in the day to day operations of the unit, so they are aware of this behavior and can remedy it. While SGT Jones' behavior may not have improved resulting in a discharge anyways, he was in need of proper guidance.

By sending him away to a different unit, you are basically telling that soldier you have given up on him. Last I checked the warrior ethos include "I will always place the mission first. I will never accept defeat. I will never quit. I will never leave a fallen comrade." By sending him away you are accepting defeat, quiting on SGT Jones, and in a sense leaving a fallen comrade. If there came a point that proper leadership and guidance were insufficient, there are many more resources availble including the Chaplain, family counseling, behavioral health, etc. Worst case scenario that none of these options work and he is processed for discharge, we need to ensure he is set up to transition properly. We aren't doing anyone any favors by sending a soldier back into the civilian world with criminal and behavioral problems.

The Marines give us a great example with their phrase "Once a Marine, Always a Marine." We don't stop being soldiers because we stop serving. SGT Jones will always be a part of the military family, I would never give up on my family, would you?

On the civilian side, I have seen a highly qualified college instructor quit because the number of classes he was offered to teach were cut back. The college dean should have counselled him on his deficiencies as an instructor (not providing feedback to students, not utilizing required materials for the program, and not preparing materials/utilizing prep time). He was a very knowledgeable instructor that just needed some redirection instead of being forced out.
It never hurts to step up as a leader and lead your troops.

I would begin with a talk to the PLT SGT and find out why there has been no counseling sessions set up. Why there has been no follow up on him. Who is his "battle buddy"? If he don't have one, find out why? It seems like the facts of the case have never been fully viewed. You need to have a formal counseling session with this guy. Many times once you find out what's going on and what the circumstances are, only then can corrective actions be taken. With no official counseling on this guy, it shows me the NCO leadership of the platoon as let him down, from his team leader, SQD LDR, PLT SGT. It's time you stepped in as the PLT LDR and get things going. If there is no counseling documents on this guy, then it tells me there are many others missing this as well. This is one reason for counseling, to find these problems and nip them in the bud. As a DS, I've run into problems. It was only as last resort a soldier was moved to another Platoon or Company, but with no documentation how can this procedure even start? I'm surprised your CO didn't bring this up, or maybe he's waiting to see how you handle leadership problems.

At this point in the game if I was you, After a talk with the PLT SGT, I'd get the PLT SGT and SGT Jones in your office together and start some talking and find out what's going on. No reason to shuffle a problem until the full skinny is known.

Start a little remedial counseling on some NCOs as to why should we pass our problems instead of taking care of our family!

Wow... First,this young NCO is in trouble... I don't mean just the UCMJ type either. There is a large underlying challenge that frankly you are not prepared to handle without a team effort That said....

Pull in the SGT... Counsel him on standards you demand... Capture the
misconduct and the session on a 4156 and an action plan. Here is the tricky part... In this situation... Relief of all leadership responsibilites (he can't be leading soldiers), command referral to communirty health as he needs the help of a professional... And this needs to be documented, and the CO needs to restrict him to the barracks ... If at all possible... with a no-contact order to those he has already committed domestic violence.

In this manner... You have addressed the conduct, shown care for the soldier, protected who you can, and tried to minimize the ability for further destructive behavior...

Some may say, "You're CYA... " And I say... "Your damn right!". But if you can't see the positive logical side of this COA... Then I question if you ever been in an ugly situation like this... I have and not just once or twice.

I'm saddened by the units desire to "whisk" him away for rehab... That is the wrong answer... And in my assessment... Not knowing all the facts... Doomed for failure as no one understood the root cause.

"Know your soldier and look out for their welfare". I guess they forgot this principle of leadership.

LT... You were in a no win situation... Especially when the SNCOs of your unit got the backing of the CO... I personally am very sorry for that... But in my opinion... Even had you stood your ground... You would have lost that fight as the CO/1SG didn't want a ugly problem. Lesson learned... Never allow that to happen when you're in command... Do the hard right... Not the easy wrong... And take care of the soldiers... Even the ones that can't be salvaged... As the others are watching.

Anyways... My 2 cents

I have seen this issue many times especially in combat arms- a soldier acts stupidly and gets transferred to another unit. He isn't held to the standard, and yet at times other soldiers are held to a higher standard. Leaders should of course be compassionate about the welfare of the soldier and his victims, yet that compassion extends to how his behavior adversely affects the entire team. He certainly should not be a Sgt when he transferred, if at all. Soldiers expect that we do our duty to ensure that justice and compassion do not vary greatly from unit to unit outside established norms of exception. That said, every gardener knows you have to weed a garden so the flowers will grow. If NCOs cannot come forward with insight on the person leading to the behavior with useful recommendations for correction, then more senior leaders end up dealing mainly with the behavior and related fallout. Sometimes it is too late to do much more for the soldier, yet there are lessons to be learned for all ranks and maybe those NCOs need some weeding too for perhaps they are not setting limits and maintaining order and discipline as is their charge. Yes, sometimes there are other underlying issues--mental, physical, substance abuse--and we should do what we can so that such issues do not become common, nor should the Sgt become a model for poor conduct that seems to be acceptable.

As said so many times before "talk to him". What is this action(s) is his way of reaching out? What if he is on his last leg and is crying for attention, when he really just wants help or a reason to live?

This may not be the case with this particular SM, but I have had this in the past, had a SM calling for help by acting like this to get attention. I actually made the mistake of having my PSG step in, instead of me (First-Line). Once the command started the chapter paperwork because "he can't be helped" (actually said by my SFC and 1SG), my Soldier took his life. It was during the investigation we found out that he had some marital issues and a lot of other personal issues...all of which we (Leaders) could have helped him with.

Just talk with him...maybe that's all he needs.

It appears that SGT Jones is in the thralls of a major life changing event, and transferring him to a new unit may just pile more straws on the camel's back. Talk to him, find the root cause then adjust course from there. As for the SNCOs it seems to me that some lack of responsibility need to be addressed here. From the descriptions above, it seems they not only set SGT Jones up for failure, but failed him utterly. Honestly this sounds like a multi-player massive failure on all parts involved, and accomplished absolutely nothing to further the betterment of the service. I had a very similar situation occur. My PL and PS picked me up from the MP station as my soon to be ex had called in, She wasnt even home at the time, her and her new BF thought it would be funny. So there i am sitting on my couch watching the Simpsons, and the MP's come busting in. It took hours to explain this away, but even though it was all a sham, i was ordered away from the home for 24 hours. As a cooldown was mandatory. My PS let me stay with him. Long story short, crap happens.

1. Counsel the individual on his negative actions because that is what leaders do. Take the actions to legal counsel and see what is required to remove this individual from The Army.

2. Never pass on a problem soldier to another unit. All you are doing is making your problem someone else.

3. Never give into peer pressure. Your Commander gave you the opportunity to step up and be a leader, that is why you wear stripes. "Be Know Do"

4. 30 60 90 day performance counseling to build a case for Chapter Actions.

5. Has anyone talk to this individual, and got him the help he needs, sounds like poor leadership breed a poor soldier. There had to be actions before this soldier went down the path he went. Looks like it was a leadership failure to take care of soldiers again!

If the SNCO's want him to go to another unit, I see that as only a half solution because you are pushing the problem off on someone else. That's not leadership. I'd be taking a second look at the SNCO's to see why they have neglected to counsel and document their counseling on the Sgt. By the time a person makes Sergeant they should know what's expected.

I'd be counseling (trying to find out why his performance has been so substandard) and documenting his infractions as well as corrective actions. Everyone deserves a chance but I'd be putting the ball in the Sgt's court. If he wants to stay in, he needs to fix himself. The misconduct has to stop.

Every Sgt knows you show up to work on time, and IF for whatever reason [and it had better be a good one!] you can't be on time, you had better call and let someone know so that your unit doesn't run you as UA or look bad turning in a late muster report.

By the next reporting period, if the Sgt didn't have his act together, I'd be processing him out.