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SSG(P) Private RallyPoint Member — Fri, 14 Mar 2014 12:01:00 -0400

do not know how to delete posts.

Response by SFC Private RallyPoint Member made Mar 14 at 2014 12:15 PM

SFC Private RallyPoint Member — Fri, 14 Mar 2014 12:15:15 -0400

There is a difference between asking why and insubordination. Whenever I give subordinates a task, I show them how to do it, participate with them, and I also do my best to say "...and this is why." I do it out of respect to them and their time, and to mitigate an endless line of questioning. Once your subordinates start to trust that you have sound judgement and aren't wasting their time, they will probably just happily go along with whatever you ask of them. Then you know that you have become a true leader that they are choosing to follow, and you will rarely have to discipline them.

Response by LTC Private RallyPoint Member made Mar 14 at 2014 12:22 PM

LTC Private RallyPoint Member — Fri, 14 Mar 2014 12:22:42 -0400

As long as you are giving them a task and purpose - shouldn't be an issue. If that SPC is doing it in defiance - pen to paper!

Response by SFC Private RallyPoint Member made Mar 14 at 2014 12:29 PM

SFC Private RallyPoint Member — Fri, 14 Mar 2014 12:29:30 -0400

If the questioning is being done in a manner that is trying to facilitate learning than teach that Soldier. If the Soldier is attempting to sharp shoot you give him specific instruction to STFU and report back to you when the mission is accomplished. If the Soldier is trying to show his ass then have the Soldier do corrective training that could range from a written report on military discipline to what extra training time after hours. As a leader you have to understand the are your Soldiers and their mommies expect you to ensure they are safeguarded against all enemies and insubordination and lack of military bearing is the enemy.

Response by SFC Private RallyPoint Member made Mar 14 at 2014 12:35 PM

SFC Private RallyPoint Member — Fri, 14 Mar 2014 12:35:04 -0400

Well one problem is just a few months ago you were both Specialist.  If you weren't moved to another Company, your leadership did you an injustice.  I know this is supposed to happen and rarely does, but it just requires more creativity from you.  SFC Watkins makes some great points.  What she is suggesting is referent or charismatic power.  This is the strongest way to lead Soldiers.  When they trust and respect you, your word becomes law and can even defy science. Now understand that every Soldier responds different to varying styles of leadership.  Some of these kids grew up without fathers, some in gangs, or simply were just never taught respect.  With time you will learn to read each individual and determine the best way to get their attention.  I too struggled as a young newly promoted Sergeant with simlar issues.  As I watch the different techniques of my leaders, I molded my own leadership style. A few of my personal philosophies.... Never come in soft and try to crack down after.  Always the opposite. Speak to all Soldiers with the same level of respect as you would any CSM. Remembering that they too chose to do the same job you did a few years ago. Be very strict, but fair.  Always more strict on yourself!  Do not become cocky because of your new promotion. As a last resort....If all else fails with this guy, then you just have to counsel him with a good ole magic bullet at the bottom.  Do this three times for like incidents and boom you have an Article 15.  If he or she values their career at all in today's Army, they will abide by the rules like everyone else.

Response by SSG Private RallyPoint Member made Mar 14 at 2014 12:48 PM

SSG Private RallyPoint Member — Fri, 14 Mar 2014 12:48:31 -0400

Tell him/or her to come back after the mission/task is done. Then make them to an asset on why they think their way is right, then (if you have time) explain to them why they are doing it your way

Response by SSG Private RallyPoint Member made Mar 14 at 2014 1:18 PM

SSG Private RallyPoint Member — Fri, 14 Mar 2014 13:18:37 -0400

I can either send you this or you can download it:

TRADOC Regulation 350-6

Response by SPC Charles Brown made Mar 27 at 2014 1:49 AM

SPC Charles Brown — Thu, 27 Mar 2014 01:49:45 -0400

From everything I have heard since getting out the correct answer is you don't. I have talked to a former coworker who upon making Sergeant tried to talk to a soldier who was one of his problem children. My friend was disciplined for inappropriate use of language while talking to this soldier. I know some of the other soldiers who were under his command and they all attested to the fact that my friend never raised his voice or swore at the soldier, yet he (my friend) was still reprimanded for his actions. It would seem that in the modern Army perception is reality even if perception is wrong.

Response by SSG Private RallyPoint Member made Apr 22 at 2014 8:27 PM

SSG Private RallyPoint Member — Tue, 22 Apr 2014 20:27:11 -0400

At most, include it in his monthly counseling statement. Explain to him that the timing of his questions are not always ideal and he could improve his communication with leadership by not only asking the right questions, with the right tone, but also asking at the right time (not in front of other soldiers). Also, he could just be fishing for a compliment. Maybe he wants to impress you. Next time tell him you love the fact that he can think outside the box, but that it really isn't necessary to do so this time. Hope this helps.

Response by Cpl Glynis Sakowicz made May 14 at 2014 10:00 AM

Cpl Glynis Sakowicz — Wed, 14 May 2014 10:00:14 -0400

Since I never managed to grab that third stripe in rank, my view might be pretty useless to you, but here goes.
The USMC is BIG on leadership in all ranks, so its nudged, pushed, shoved and poked into you at every opportunity.

I have dealt with one of those, "WHY?" troops before, and found myself having a mental fantasy about taking a tire iron to their head while screaming at them "BECAUSE I SAID SO!" but you know how that goes... Anyway, what we did, when we had someone questioning orders, was to put THEM in charge of a small unit... say two or three troops assigned to a job, and give the "Why?" troop a list of what needed to occur during this job. Once they had to figure out why or how for themselves, while others questioned them, made them a lot more understanding when they finished, and if it didn't, Office Hours could be had for 'failure to comply."

I know, hardnosed way of dealing with it, but you spend half your day explaining things that are so simple in the first place that sometimes its necessary to let the fools sink to their own level, and the cream rise to the top.

Response by SPC Kel Rowland made Nov 12 at 2014 11:57 AM

SPC Kel Rowland — Wed, 12 Nov 2014 11:57:00 -0500

You don't, you lead by example and only discipline as a last resort. They will thank you for it in the long run so long as your stupid fatass and squad are working out enough to offset the difference from being punished...

God the military is dumb sometimes.

Response by SGT Private RallyPoint Member made Feb 6 at 2015 6:50 PM

SGT Private RallyPoint Member — Fri, 06 Feb 2015 18:50:25 -0500

SGT Baba,

If you genuinely care for your Soldiers, and show yourself to be disciplined and knowledgeable while maintaining the standard and treating others with respect, then your Soldiers will eventually come around to not just displaying respect (e.g. standing at parade rest, etc.) but actually respecting you.

"People don't care how much you know until they know how much you care."
- Theodore Roosevelt

Response by SFC Private RallyPoint Member made Feb 6 at 2015 8:04 PM

SFC Private RallyPoint Member — Fri, 06 Feb 2015 20:04:46 -0500

Effective counseling helps subordinates develop personally and professionally. In the past, many Soldiers perceived counseling as bad because the only time their leader spoke to them was to correct deficiencies or to check the block for the mandatory monthly counseling. Now there is a different reason to counsel. The Army values of loyalty, duty, and selfless service require that we counsel subordinates& while the values of honor;, integrity, and personal courage require us to be honest and straightforward with our feedback. Lastly, the value of respect requires that we find the best method in which convey that feedback so that our subordinates understand it. The new doctrine mandates two ways communication and encourages the development of a plan of action (if required). Pretty clear guidance and for good reason. Effective leadership is the Army's key to success not only in training and combat, but also in developing soldiers. Soldiers watch leaders very carefully, and your competence, candor, and even handedness will help establish and maintain their faith in you. lead by example and from the front.

Response by SSG Leonard Johnson made May 10 at 2015 7:29 AM

SSG Leonard Johnson — Sun, 10 May 2015 07:29:20 -0400

don't care if he's on profile or not. if he's being a jackass I take the chance and tell him to beat his face. write his ass up, corrective training, which will mean more time from you. but it's the same with children who's going to last longer. after a while of him losing his time off he will get the picture.

Response by SFC Stephen King made May 10 at 2015 7:40 AM

SFC Stephen King — Sun, 10 May 2015 07:40:01 -0400

I recommend two things 1) talk to the Soldier while doing this ensure you first no what is the problem? Describe it to the Sodier in a tactful way. While explaining the issue express your concern. The hard part is to ask the individual their perspective and be open to their thoughts. Once you both have expressed your opinions try to come up with a soultion. Now ensure you document everything on a DA 4856. 2)If all else fails use you chain of command and NCO support channel.

Response by SSgt Private RallyPoint Member made May 10 at 2015 7:41 AM

SSgt Private RallyPoint Member — Sun, 10 May 2015 07:41:23 -0400

Your last name should give you a clue... lol

Response by PFC Tuan Trang made May 10 at 2015 7:49 AM

PFC Tuan Trang — Sun, 10 May 2015 07:49:55 -0400

Sgt, you just have to talk to that individual, letting him/her know that we take our job and mission very seriously, I'm your nco and i'm here to help guide you, you need to show respect and disipline.

Response by SSG Private RallyPoint Member made May 10 at 2015 7:55 AM

SSG Private RallyPoint Member — Sun, 10 May 2015 07:55:42 -0400

First of all, congrats on your promotion. Now you are a part of the NCO Corps. Sometimes we forgot that we are no longer in the so-called "E4 mafia". What you should do is giving everybody in your team an initial counseling with what you expect from them. Get to know your team, but always draw the line. I know the transition is hard but you'll get used to it. If the subordinate is still questioning every breath you take, then you and your subordinate should have a reality check conversation with your Squad Leader. Don't be afraid of smoking him out. The SPC have to realize that you are his leader now, and no mater what, he have to respect the rank. At the end you are responsible to watch his or her six either in combat and in peacetime. He or she might be worried about what to expect from you as a leader. That's why I suggest the Initial Counseling to your team, and remember always lead by example. In Iraq I had an SPC who told me that zebras have more stripes and it is stil an animal. I was a buck sergeant then. Believe me, I smoked the crap out of him, and after that, and after all the time off I took from him and some pay, he learned the lesson and became one of the best soldiers I ever had. I don't know if some would agree with me, but I did it and it worked. Is called "Positive Reinforcement" nowadays... Good luck in your career brother, Army Strong!

Response by SGT Kellie Schmaus made Jul 15 at 2015 1:25 AM

SGT Kellie Schmaus — Wed, 15 Jul 2015 01:25:03 -0400

Being a good sgt is to explain the whys when that soldier asks because, if your order not justified I understand why the soldier asks question especially in your military now, im out but your soldiers need to know good and bad orders and know differance even if you dont and hope you know also with the commander-in-cheif if he gives the military illegal orders please do a lot of reading up on orders and what legal and not to teach and protect your soldiers

Response by LCpl Bradley Otto made Jul 15 at 2015 1:42 AM

LCpl Bradley Otto — Wed, 15 Jul 2015 01:42:35 -0400

Sgt, Be a Sgt and square him away. You have to have both the respect of your troops and the edge of disipline where they want to perform for you and your praise. Are you in the same unit and received your Sgt rank from there? If he knows you as a fresh Sgt newly promoted he maybe testing the limits of what he can get away with. Cut that stuff off NOW! Be the leader and instill confidence in your orders, don't be afraid to be the Soldier that they want to be.

Response by SPC Larry Boutwell made Jul 15 at 2015 2:45 AM

SPC Larry Boutwell — Wed, 15 Jul 2015 02:45:00 -0400

Still plenty you can do .... Start taking his time....extra duty ....more details....staff duty..... Then if he cant improve start taking his money.....still getting flak from him????? Makes his ass a private

Response by SGT Private RallyPoint Member made Jul 21 at 2015 1:20 AM

SGT Private RallyPoint Member — Tue, 21 Jul 2015 01:20:37 -0400

Smoke his ass in a way that does not violate his profile! And then check your UCMJ for the reg that discusses disrespect to an NCO and bust him back a rank. I'll bet he will snap shit then.

Response by SSG Roderick Smith made Oct 3 at 2015 12:55 AM

SSG Roderick Smith — Sat, 03 Oct 2015 00:55:54 -0400

I'm all about talking it out. Some Soldiers just have issues, and a lot of leaders just push it aside and assume its insubordination. On the other hand, there's only so much talking you can do. It looks like you have a good start to a good plan. Keep working different angles. Even after counseling a Soldier, don't stop talking to them or showing them that they can count on you. These steps are tools, not a chronological list ending with non-judicial punishment.

Response by Capt Seid Waddell made Oct 3 at 2015 4:13 AM

Capt Seid Waddell — Sat, 03 Oct 2015 04:13:02 -0400

In the old school they had blanket parties, or so I was told. Never saw one personally.

Response by Sgt Aaron Kennedy, MS made Oct 3 at 2015 7:43 AM

Sgt Aaron Kennedy, MS — Sat, 03 Oct 2015 07:43:27 -0400

Go back to the root. If they are showing up late. Get to the barracks or the house. There may be a home problem that may be resolved.

If they are lackadaisical, figure out what the missing motivation is. I'm a firm believer of "escalating their self interest" or instilling a belief that "I'm doing this for me, not the Army." Once you can leverage that into palpable force you can change almost anyone.

But remember, you have performers, who will make work easier, and you have non-performers who can use for every "other task" (crap details) which will make performers work easier. Sometimes a candid discussion with someone reminding them that they are being shifted into that category may be enough fix an issue.

But the big thing is to remember he's an adult, and to treat him like such. Part of that is learning from the consequences of their actions.

Response by Sgt Tom Cunnally made Oct 3 at 2015 8:41 AM

Sgt Tom Cunnally — Sat, 03 Oct 2015 08:41:52 -0400

I was in charge of 33 Soldiers at Fort Devens Mass Class 45A -1717 for 26 Weeks..Only one soldier gave me a lot of grief & didn't like taking orders from a Marine.. He filed a grievance against me & we had office hours with the Company Commander. He told the CO that I was mean to him & some of the other soldiers in our class. But the CO called in other members of our class & they said this Pvt was a pain in the ass and was not believable...We were told to shake hands and the Pvt was given a warning by the CO...

The CO told me I should have put this soldier on report & not to tolerate insubordination again.. But I never had to put anyone on report and we all got along OK but the soldiers had a hard time marching to Marine Cadence but adjusted to it over time...

Response by SFC David Davenport made Oct 3 at 2015 8:54 AM

SFC David Davenport — Sat, 03 Oct 2015 08:54:37 -0400

First off you need to talk with the Soldier and make sure he understands you are a Leader and have inherent responsibilities to fulfill. Second you can be friends but that comes second to being a Leader. Tell him what the plan is going forward. I would start with being at his room to inspect him and the room 30 minutes prior to formation. Spell it out in written counseling. Invite your NCOIC to attend the first one of the week. The Soldier will either learn or he won't. I have had difficult Soldiers and easy ones; the key is being very clear about your role and their role as well as the expectations. Good luck.

Response by Sgt Andrew Zapf made Oct 3 at 2015 1:22 PM

Sgt Andrew Zapf — Sat, 03 Oct 2015 13:22:24 -0400

Sometimes tough love is a good thing. Like me I am an NCO. When you give an inch they will take a mile. You have to set standards which make those your in charge of responsible for their actions. Sometimes you have to make an example out subordinates so the others don't get an idea that inappropriate behavior is accepted. There are two leadership styles persuasive and assertive. You must choose which one to implement with different soldiers. You must set the example through action also. The goal is always to complete the mission, your soldiers are not your kids your responsible for their lives. I mean that respectfully. Know your self and always seek self improvement. Know your troops and look out for their welfare. You have a great question and by asking it I hope I gave some good advice. I say this in closing, when your in charge of whatever unit size or command you must lead and make it known you lead the way no questions asked. Your responsible for their lives even out of combat and during peace time. Complacency kills. If you let them slack and get away with it. The next thing your going to have to look forward to is a solider with a DUI or even worse. Keep moving you got this. Semper Fi

Response by SSG Private RallyPoint Member made Oct 3 at 2015 1:29 PM

SSG Private RallyPoint Member — Sat, 03 Oct 2015 13:29:27 -0400

You need to be a dynamic leader, capable of reaching out to a Soldier from multiple angles. Adjust your leadership style to how the receive information. I never really term them "problem Soldier" because in your mind you'll never give them a chance to succeed.

Response by CSM Mark Gerecht made Oct 3 at 2015 1:33 PM

CSM Mark Gerecht — Sat, 03 Oct 2015 13:33:52 -0400

There will always be individuals that do not respond. The key is to make sure you are looking at the whole picture. Look at the facts and remove emotions. Use the resources around you including the chain of command. The Soldier might be dealing with a life changing issue or potentially depression or some other challenge that is under the surface. There is a limit as we all have to be able to perform but occasionally we fall short because of significant challenges in our lives. Once you have done all you can and exhausted the resources it might be necessary to separate the Soldier. Stay the Course. You cannot forge steel without a little heat and pressure. Welcome to Leadership. It is both rewarding and challenging. You might want to check out the following post. Hope it helps.
http://asktop.net/q-and-a/how-do-i-help-a-soldier-who-just-does-not-get-it-and-cannot-follow-orders/?all=1

How do I help a Soldier who just does not "get it" and cannot follow orders?

You describe a situation many leaders face at some point in their career. Your frustration is normal. You are up against a difficult problem and it is testing your skills and resolve as a leader. M...

Response by CMSgt James Nolan made Oct 3 at 2015 5:54 PM

CMSgt James Nolan — Sat, 03 Oct 2015 17:54:41 -0400

You deal with that Soldier directly. Get inside their comfort zone, figure out what the malfunction is. Sometimes it is an underlying issue. Sometimes it is a lack of discipline. Sometimes, you will find that you have an unfixable problem child that will in time part ways. Those choices are his to make.
You can get in there and help. Set him up for success. In short, you can lead him to water....
You cannot be there for them every waking moment, so at some point, they have to stand on their own. All you can do is be a leader and attempt to salvage someone, train them, guide them, point them, help them and then let them show you that they picked up what you put down. Or that they did not pick it up.

Response by Cpl Clinton Britt made Oct 3 at 2015 8:32 PM

Cpl Clinton Britt — Sat, 03 Oct 2015 20:32:09 -0400

I agree. When I picked up Cpl in the Corps, the rank is respected but the person is a different story. Subordinates are like children and shit birds are always the worst ones.

You have to be in better shape, more knowlegable, lead by example and not by barking.

If I am not mistaking, for us there was a rule, if you smoked a subordinate, you had to do it with them

Response by SSG Michael Scott made Oct 3 at 2015 8:40 PM

SSG Michael Scott — Sat, 03 Oct 2015 20:40:34 -0400

1st of all, you, set the standard. Be, Know, and Do. Friendship has to be put aside, and be all business in uniform. The SPC must respect the rank. Do some development counseling with the soldier. Tell him what is expected of him, and sign it. After that start taking privileges away and he can do some remidal training.

Response by PFC Robert Falk made Oct 3 at 2015 10:05 PM

PFC Robert Falk — Sat, 03 Oct 2015 22:05:12 -0400

Ask him to go out and catch a snipe for your company as a mascot. that should keep him out of your "hair" for awhile...... and yes there is a bird called snipe.

Response by Cpl Isaac Park made Oct 3 at 2015 10:56 PM

Cpl Isaac Park — Sat, 03 Oct 2015 22:56:36 -0400

What you say also happened in the marine corps infantry circa 2011. What I did was babied my Marines to no end and then EASed in hopes that these incompetent and overly sheltered kids would go to war very soon. I didn't feel like going to the brig for asking from Marines that they police call the barracks on the weekend.

Response by MAJ Ken Landgren made Oct 4 at 2015 2:00 PM

MAJ Ken Landgren — Sun, 04 Oct 2015 14:00:10 -0400

I wonder if putting them in leadership positions will give them your perspective.

Response by PVT Andrew Burd made Dec 3 at 2015 10:42 PM

PVT Andrew Burd — Thu, 03 Dec 2015 22:42:08 -0500

you could always ask him if he needs a hug...

Response by SFC Terry Logsdon made Dec 17 at 2015 6:00 AM

SFC Terry Logsdon — Thu, 17 Dec 2015 06:00:52 -0500

wall to wall councling worked for me when I was in, but I retired in 1992 and don't know about now. try sitting him down after duty with a beer and talk about it

Response by CPL Timothy Coffey made Feb 28 at 2016 9:07 PM

CPL Timothy Coffey — Sun, 28 Feb 2016 21:07:32 -0500

Have honest open talk with him with a senior NCO present about removing chip on shoulder, and give him more responsibilities if he wants them, if he wants to be a SGT send him away to school to make it happen. If that don't work, transfer him to another squad, or company if you can?

Response by PFC Tuan Trang made Feb 28 at 2016 9:55 PM

PFC Tuan Trang — Sun, 28 Feb 2016 21:55:27 -0500

Sgt, First i suggest talking to the individual to see if problem can be solve, if it doesn't work write him up.

Response by SFC Christopher Taggart made Jul 12 at 2018 8:36 PM

SFC Christopher Taggart — Thu, 12 Jul 2018 20:36:36 -0400

I don't think I can advise any differently than what has already been said...Welcome to NCO Corps!

Response by SGT Private RallyPoint Member made Jul 15 at 2018 4:26 PM

SGT Private RallyPoint Member — Sun, 15 Jul 2018 16:26:03 -0400

So I deal with this too, as soon as said person starts asking questions about anything you tell them to do, either verbally counsel them, or go stright to a paper counseling. Once you have enough paperwork to back it up push for AR15 .

Response by Sgt Private RallyPoint Member made Jul 15 at 2018 6:03 PM

Sgt Private RallyPoint Member — Sun, 15 Jul 2018 18:03:23 -0400

You have authoritative and persuasive leadership styles, among many others. These 2 are very effective in their own way. Good leaders try to find the right place fo each one, one requires to give a why to the individual or the "what is in it for me" and the other is more like "do it cause i say so" the way i treat my marines is that sometimes there is no time to explain a why and sometimes there is. My major discipline issues with some of my marines are due to misunderstanding in the issue of orders, some others are because they think they can do it better than you. That happened one time, and i straight up told th LCpl, here you go, these are the tasks to prep for the upcoming field exercise, this is the commanders intent and the whole to do list. When he found put on the spot and how it can be challenging leading people and making people do things they rather not do, they humble down.

Response by MSG Robert Ford made Jul 15 at 2018 6:17 PM

MSG Robert Ford — Sun, 15 Jul 2018 18:17:04 -0400

If the soldier is asking a question for clarification then answer him/her... then have them move out smartly... you must give clear orders when dealing with soldiers... no room for interpretation... if he fails to follow the order then write him/her up... you can do corrective training also....

Response by PFC Elijah Rose made Jul 15 at 2018 7:53 PM

PFC Elijah Rose — Sun, 15 Jul 2018 19:53:02 -0400

Uh, speaking as an amateur historian there is nothing new about these problems. In fact in terms of things like respect of ranks and uniformity is very high compared to history. Camaradery, however, is at an all time low.

Response by SSgt Gerald Davis Jr made Jul 15 at 2018 7:54 PM

SSgt Gerald Davis Jr — Sun, 15 Jul 2018 19:54:40 -0400

That's all nice but he will get you killed in combat while you try to explain it to him.

Response by SFC John Miskowiec made Jul 15 at 2018 9:25 PM

SFC John Miskowiec — Sun, 15 Jul 2018 21:25:47 -0400

In large part it depends on how the soldier is presenting his questions and how you reply. Insubordination is pretty hard to miss.

Response by SPC Jeffrey Reese made Jul 15 at 2018 10:58 PM

SPC Jeffrey Reese — Sun, 15 Jul 2018 22:58:41 -0400

Any time I was Assigned a supervisory position I always let my staff know I didn't Place my self above them in any way. It wasn't uncommon to see me in their areas of work assisting when I had time. But I also made sure that they understood I didn't have time to do all tasks by my self so it was my job to assign tasks to those that was best suited to handle the task at hand. It all comes down to supervisory style. The one that leads by example (will get in there and show they aren't above getting dirty to accomplish the mission), the one that leads by directing(through mutual respect and effort), and the one that leads by force of Rank (do it or else). All are effective but not for every one and not for every situation You just have to figure out which works best for you in your situation.

Response by SPC Donald Donovan made Jul 16 at 2018 12:13 AM

SPC Donald Donovan — Mon, 16 Jul 2018 00:13:38 -0400

Lock his heels, if he questions an order, snap his a$$ to attention and tell him “that’s a lawful order”. Tell him that if he wants to discuss the order he may do so AFTER he follows the command. Inform him that he is treading close to insubordination and that he needs to follow orders with out questions. I had a guy in my platoon who asked why for almost any command. One time he was standing up in the Jeep next to an M1 Abrams tank when the turret started turning. My Sgt. Yelled for him to look out and duck. Instead of listening to him, he looked at the Sarg and yelled “Why” and was clocked in the head by the barrel. He learned that if you don’t listen without question you could die.

Point of the story that if the solder continues to question your authority, write his ass up article 15 time. If you don’t listen, it can cost lives.

Response by SGT Mark Halmrast made Sep 24 at 2018 8:10 AM

SGT Mark Halmrast — Mon, 24 Sep 2018 08:10:54 -0400

The why comes after, not before, prompt obedience.
Plenty of time after to teach the why.

A good soldier will understand that.
If not, get out your pen.

Don't overthink it.
In your gut, you know what is going on.

Response by SFC Harry H. made Sep 24 at 2018 10:32 AM

SFC Harry H. — Mon, 24 Sep 2018 10:32:37 -0400

First question I need to ask, are you active duty or National Guard? Huge difference in support you will get with your chain of command, and even bigger deciding factor on disciplinary solutions. I was both active duty Army first, then National Guard. When newly promoted SGT's on active duty were promoted unfortunately for them they were MOST LIKELY moved out of the unit. Not always but most of the time. That reduces fraternization among recent peers, also helps eliminate your very problem all together. I found it was tough to do that in the National Guard because of hardships it caused being that units are scattered long distances all across the state.

I will say, counsel the Soldier about it. Let him or her know what you expect. Let em know what you feel they are doing to you and the affects that is causing to the rest of the squad. Have a heart to heart if you have to. Try to put the shoe on the other foot. Ask him how they would handle a Soldier in which you describe. Perhaps go another route and put a lot of weight on their shoulders. Keep em busy and feeling empowered. If all else talk to your SSG or SFC, let them know what's going on and see if they can guide you. They most likely know the Soldier just as well and may give you the best advice. Or see if they can move him to another squad.

Best of luck either way.

Response by SFC William Stephens A. Jr., 3 MSM, JSCM made Sep 24 at 2018 3:16 PM

SFC William Stephens A. Jr., 3 MSM, JSCM — Mon, 24 Sep 2018 15:16:40 -0400

Take their cell phone away!

Response by SGT Private RallyPoint Member made Sep 24 at 2018 6:28 PM

SGT Private RallyPoint Member — Mon, 24 Sep 2018 18:28:30 -0400

This is going to sound odd. When I was a sergeant, I never directed anyone to do push-ups except at PT. When....
- ...a Soldier forgot some item for a layout during an operational readiness survey, I had him spend that Friday night writing an essay about historical examples of disorganization and lack of discipline affecting the outcome of a battle. I had him show progress on the paper every hour on the hour to the Staff Duty NCO until complete.
- ...two Soldiers who demonstrated their ability to run 2 miles in NINE MINUTES (so, two four-minutes-and-change consecutive miles) on their APFT fell out of a six-mile easy ruck march, I had them meet me at 0600 that Saturday in front of battalion with rucks packed to TACSOP load-plan, and told them we would walk until we got a 12 mile movement in under 3 hours, no matter how many miles that took. (It took exactly 12 miles and maybe 2 1/2 hours.)
- and so forth.

I never had to correct the same problem twice.

Response by SGM Omer Dalton made Jul 12 at 2020 8:37 PM

SGM Omer Dalton — Sun, 12 Jul 2020 20:37:03 -0400

Rank is just a promotion. You have to earn respect and trust. Bottom line you can no longer be their buddy. It is called leadership not management.

Response by SSG Private RallyPoint Member made Aug 2 at 2020 2:03 PM

SSG Private RallyPoint Member — Sun, 02 Aug 2020 14:03:15 -0400

Did you ever solve your Specialist problem?

Response by SSG Paul Headlee made Aug 2 at 2020 2:58 PM

SSG Paul Headlee — Sun, 02 Aug 2020 14:58:40 -0400

All your troops are different. Things will never be perfect or just like you want them. You've got to accept that and objectively assess whether your leadership style and methodology is effective. I suspect that since this guy doesn't like you, he will never allow any leadership style you employ to be effective where it concerns him. Don't ask questions that you don't already know the answer to. Let your subordinates know that first of all, we are going to do what the commander tells us to do. We will all follow the orders of the superior officers appointed above us. If someone thinks that they are not going to do these things then they'd better have a very good reason because counseling statements, corrective training and UCMJ action will follow. No need to get all emotional about it. It's just business as usual. They will either swing with you or swing against you. The ones who swing with you will be rewarded by enjoying a good reputation, positive counseling statements, selection for schools, advancement and awards where appropriate and a notable lack of UCMJ action. Speak to your PSG and get his opinion on the matter. If you work in conjunction with him to get this guy to either toe the line or leave the Army things will go more smoothly for you and be less frustrating. You can't save them all and that is not your job anyway. He may respond to the correct application of pressure and he may not. I wouldn't get worked up about it because there are a million more waiting to take his place. Above all set the example and be truthful.

Response by Sgt Dale Briggs made Aug 12 at 2020 6:46 PM

Sgt Dale Briggs — Wed, 12 Aug 2020 18:46:21 -0400

He’s on profile. So have him walk around all day picking up trash and cigarette butts. I’d do it to embarrass him while his teammates are really in the Army. Hopefully he shuffling around in slippers or flip flops. You can’t smoke him or punch him in the face so I’d embarrass him to the best of my ability as a worthless shithead.