Posted on Jun 5, 2016
I have an NCO (inherited from another section) who just can't get right. Do you have any suggestions?
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Posted 8 y ago
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As tough as it may be, I would say start from ground zero. NCO Basic 101. Explain and teach him what you want him to do. Make sure that he understands your expectations and standards.
Some times, when we see an NCO that just does not get it, we don't see that there is an underlying factor that is preventing him from getting it. Be honest and ask. Give the guy truly a clean slate, but if he takes advantage, or just can not get it, well....He may just have a great future in the fast food industry. Not everyone is cut out to be a Leader in the Army.
Some times, when we see an NCO that just does not get it, we don't see that there is an underlying factor that is preventing him from getting it. Be honest and ask. Give the guy truly a clean slate, but if he takes advantage, or just can not get it, well....He may just have a great future in the fast food industry. Not everyone is cut out to be a Leader in the Army.
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First a junior NCO needing help is something we all have faced, and it's a test of you, SSG (Join to see) as much as it is a test of him.
Other have mentioned the DA 4856 Counselling Statement, but almost no one thinks of it as other than the first punitive measure. I've seen the calculus, as I am sure we all have. It takes three 4856's to support a Needs Improvement on an NCOER, and so on.
I wrote an annual counselling statement on all my primary subordinates. EVERY YEAR. Each year, I'd discuss what they were doing well, where they needed to improve, what schooling needed to be next on their list, what they saw their career progression as, and whatever else seemed important. I wrote the same statement for each NCO I got, whether through promotion or transfer.
If someone did something well, got a unit coin, or whatever, I wrote a counselling statement. Since starting that policy, I NEVER had a single NCOER downchecked because of an unjustified Exceeds the Standard block checked.
And of course, every time one stepped on their crank, I wrote a statement about that too. The point wasn't to accumulate 4856s so I could write a bad NCOER. The point was that my junior NCOs knew I was watching; that I expected them to be NCOs; that I expected them to do well, or at least to learn from their mistakes when they didn't. And because they knew I was trying to help them, not just looking for opportunities to criticize them, they responded (in general) above my expectation.
If there is a lack in the NCO corps that I have seen, it's that we are more interested in documenting bad behavior than good.
Of course, you can't just start this policy in the middle of nothing, and expect people to see it as helping them. And if you already have a problem, you have to fix it. But if you see the 4856 as a tool to encourage better behavior, rather than just a tool to document bad behavior, you will have more success.
Other have mentioned the DA 4856 Counselling Statement, but almost no one thinks of it as other than the first punitive measure. I've seen the calculus, as I am sure we all have. It takes three 4856's to support a Needs Improvement on an NCOER, and so on.
I wrote an annual counselling statement on all my primary subordinates. EVERY YEAR. Each year, I'd discuss what they were doing well, where they needed to improve, what schooling needed to be next on their list, what they saw their career progression as, and whatever else seemed important. I wrote the same statement for each NCO I got, whether through promotion or transfer.
If someone did something well, got a unit coin, or whatever, I wrote a counselling statement. Since starting that policy, I NEVER had a single NCOER downchecked because of an unjustified Exceeds the Standard block checked.
And of course, every time one stepped on their crank, I wrote a statement about that too. The point wasn't to accumulate 4856s so I could write a bad NCOER. The point was that my junior NCOs knew I was watching; that I expected them to be NCOs; that I expected them to do well, or at least to learn from their mistakes when they didn't. And because they knew I was trying to help them, not just looking for opportunities to criticize them, they responded (in general) above my expectation.
If there is a lack in the NCO corps that I have seen, it's that we are more interested in documenting bad behavior than good.
Of course, you can't just start this policy in the middle of nothing, and expect people to see it as helping them. And if you already have a problem, you have to fix it. But if you see the 4856 as a tool to encourage better behavior, rather than just a tool to document bad behavior, you will have more success.
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SSG Thomas Werstlein
SGM Brooks, Thank you for reminding everyone of this. NCO's need to be present and observant of their subordinates. Using the 4856 to recognize jobs well done is as important as documenting the not so well done. I high five or pat on the back doesn't do the NCO or Soldier any good when it comes time to justify schools and promotions.
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SSG (Join to see)
SGT Mr Nails - When I took over as Squad Leader and then PSG..I would call all my guys and give them a time for a counseling statement , The first words out of their mouth was,,ALWAYS.. "what did I do SGT?" I told them, nothing.. I will be going over what I expect of you and what you should expect of me as your NCO.. I would go over with them what they needed for promotion, schools and goals, and improvements.. Most would say that they never had an NCO give a POSITIVE counseling ,,, I was fortunate to have great NCO's in my path and tried to pass that leadership style on,..
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SGT Rosi Teresi
Good leaders usually make good soldiers and bad leaders almost always cause bad soldiers and some times a goof off is just a goof off. I had two that I had to get rid of. One, bless his heart, tried really hard, but he just didn't have the intelligence. the other wax just a slippinschitz.
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Counseling, re-training and mentoring. I'm in the same boat with a newly promoted SGT.
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MSG (Join to see)
That's a tough spot. My best advice is to keep at it. More than likely the long term 4856s will impact his NCOER, that may wake him up.
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SSG Roger Ayscue
SSG (Join to see) - I had one of those also. Sergeant, I would say that you sit him down, find out if there is some reason, aside from him being a total Foxtrot Tango, that he is screwing up, and then counsel him formally about your expectations and formalize his instructions. If this just does not arc a spark of understanding, make sure that you have documented every infraction, and start to draft a Relief for Cause. I had to draft a Relief for Cause NCOER on a Young Sergeant once. When he read it, it was a wake-up call and he began to turn from a Sergeant into an NCO.
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