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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.<br>

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

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

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!

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.

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.

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.

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.

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

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.