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I recently had an ethical dilemma, and would like some RP input on the situation.
Your unit is on liberty in a foreign country, where the legal age to consume alcohol is still 21. Your platoon checks out in several small groups, each with a “designated non-drinker”, as per the liberty policy. Later in the evening, when your groups start meeting back together, you discover that one of your subordinates is completely trashed (for lack of a better word). This NCO is both under 21, and was the designated non-drinker for their group of juniors. What do you do?
My chief concern here is not the underage drinking, as that has been discussed ad nauseum on other threads. Rather, that this NCO intentionally violated the trust of the junior SM’s that checked out with them. They voluntarily took on a position of responsibility, and completely abdicated that responsibility in order to get the Cirrhosis high score.
Other factors to consider:
- This country practices Sharia law, and all of the safety briefs that you would expect were provided.
- As the senior SM present, you know that you will be held accountable if this is discovered upon check-in.
- SM has had other Alcohol Related Incidents that have been “swept under the rug”.
- SM is the command nomination for NCO of the Quarter, and will very likely be meritoriously promoted to E-5.
Thank you in advance for your input.
Your unit is on liberty in a foreign country, where the legal age to consume alcohol is still 21. Your platoon checks out in several small groups, each with a “designated non-drinker”, as per the liberty policy. Later in the evening, when your groups start meeting back together, you discover that one of your subordinates is completely trashed (for lack of a better word). This NCO is both under 21, and was the designated non-drinker for their group of juniors. What do you do?
My chief concern here is not the underage drinking, as that has been discussed ad nauseum on other threads. Rather, that this NCO intentionally violated the trust of the junior SM’s that checked out with them. They voluntarily took on a position of responsibility, and completely abdicated that responsibility in order to get the Cirrhosis high score.
Other factors to consider:
- This country practices Sharia law, and all of the safety briefs that you would expect were provided.
- As the senior SM present, you know that you will be held accountable if this is discovered upon check-in.
- SM has had other Alcohol Related Incidents that have been “swept under the rug”.
- SM is the command nomination for NCO of the Quarter, and will very likely be meritoriously promoted to E-5.
Thank you in advance for your input.
Alcohol
Ethics
Edited 11 y ago
Posted 11 y ago
Responses: 9
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As leaders, we often tend to "rush to crush" our subordinates when they make mistakes like this Marine did - which I assume is a Cpl (Junior Enlisted Marine since you highlighted a potential meritorious promoted to Sgt). Is this the right answer for this scenario, maybe - but humor me and exercise a little tactical patience.
This Marine is not the only one to struggle with Alcohol. Before automatically yanking the rank, consider the issues this Marine is facing and get this individual needs he, get the help needed.
Medal of Honor recipient SSG Ty Carter had enormous struggles when he returned from Afghanistan and faced the real possibility of taking his own life. He turned to and severely abused alcohol (this is before he was awarded the Medal of Honor) as a coping mechanism. He attributed the actions of engaged leadership that was able to see what was "really going on" in his life and got him to the right support agencies to get him the lifesaving help he absolutely needed.
So, did this marine violate the trust of the group - sure, was it willful - sure it was. Do you escalate the infractions up the chain, maybe see what's going on with this Marine, let the command know what you are doing and give them a sitrep so they have some situational awareness. If you find it is a simple case of lack of discipline and surrounding issues maybe then you push forward and take some administrative action - just want to make sure you remember that as a leader, you don't always have to "rush to crush" your subordinates.
http://foreignpolicy.com/2014/10/06/suicide-mission/
This Marine is not the only one to struggle with Alcohol. Before automatically yanking the rank, consider the issues this Marine is facing and get this individual needs he, get the help needed.
Medal of Honor recipient SSG Ty Carter had enormous struggles when he returned from Afghanistan and faced the real possibility of taking his own life. He turned to and severely abused alcohol (this is before he was awarded the Medal of Honor) as a coping mechanism. He attributed the actions of engaged leadership that was able to see what was "really going on" in his life and got him to the right support agencies to get him the lifesaving help he absolutely needed.
So, did this marine violate the trust of the group - sure, was it willful - sure it was. Do you escalate the infractions up the chain, maybe see what's going on with this Marine, let the command know what you are doing and give them a sitrep so they have some situational awareness. If you find it is a simple case of lack of discipline and surrounding issues maybe then you push forward and take some administrative action - just want to make sure you remember that as a leader, you don't always have to "rush to crush" your subordinates.
http://foreignpolicy.com/2014/10/06/suicide-mission/
Ty Carter fought in Afghanistan and became a hero. Now he has one more enemy to fight: PTSD.
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Sgt (Join to see)
Thank you for your response, CSM. You did assume correctly about the SM's rank, I was just trying to make the scenario as service-neutral as I could.
In my personal opinion, I would not call it a mistake. If I think someone's shirt is purple and it's actually blue, I've made a mistake. In my opinion, this SM made a conscious decision, and should have to deal with the consequences of that decision.
I'm not saying that the SM needs to automatically be demoted, but that the command needs to be aware of the situation, for exactly the reasons that you mentioned. I worked as a Substance Abuse Control Officer for a pretty large unit, and I have seen where these issues lead... When people get the help that they want, instead of the help that they need.
In my personal opinion, I would not call it a mistake. If I think someone's shirt is purple and it's actually blue, I've made a mistake. In my opinion, this SM made a conscious decision, and should have to deal with the consequences of that decision.
I'm not saying that the SM needs to automatically be demoted, but that the command needs to be aware of the situation, for exactly the reasons that you mentioned. I worked as a Substance Abuse Control Officer for a pretty large unit, and I have seen where these issues lead... When people get the help that they want, instead of the help that they need.
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Conduct unbecoming of a Noncommissioned Officer! Regardless of the "golden child" status of this NCO, he/she should be punished for not abiding by regulation/policy. Once leaders fail to set the example it opens the door for junior service members to do the same. This makes me sick to my stomach.
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I don't see the ethical dilemma in this situation. An NCO, responsible for the safety of his companions as the designated non-drinker, got drunk. The chain of command needs to be aware of the situation and the NCO needs to have an appointment with the SACO. His status as the potential NCO of the quarter should have no bearing on whether this is reported or not. The fact that he had other ARIs that have been swept under the rug had a huge bearing. This young man needs help and if that help comes with an NJP and possible loss of rank or loss of the chance at the meritorious promotion then that may be just the wake up call he needs to turn things around.
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Sgt (Join to see)
Thank you for your response, Sir, and I agree. I suppose the dilemma has been with some of my peers, who feel we failed to "take care of a fellow Marine". In my opinion, it was more important that we get this individual the help that they need, as opposed to the help that they want.
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LCDR (Join to see)
Sgt (Join to see), you just keep doing the right thing. I love your wording at the end there "the help that they need, as opposed to the help that they want." I will be using that one in the future. Full credit given of course. :)
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I, like others, fail to see the dilemma here. The NCO in question violated several policies. Not only that but he violated the trust of those that were going to relay on him to get them around safely as their DD. His status of a possible NCO of the Quarter should have no bearing. If it does, than there is a command problem. Other service members will see that as favoritism and think they can get away with it. And with the history of other alcohol related incidents, you have the bigger problem of educating the service member of the dangers of alcoholism. Failure to take any action would be the worst thing you can do.
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It seems as if this individual has some real deep rooted issues and alcohol tends to become the go-to solution....this is a severe problem. If the unit cares so much for this "superstar," they should take away his lead role and STRONGLY suggest he get some help. Intentionally betraying his fellow comrades is no joke! Honestly, I would feel as if the guy has some potential terroristic tendencies. That's like being granted a high clearance just to turn around and use it to harm others and yourself. I would definitely not promote or award this individual because he is not in any way, shape, or form exuding what a good leader should be. I would recommend help, be a listening ear, and even a helping hand....but giving someone handouts like that would demolish morale for junior and senior Soldiers aware of his behavior. It would make it seem as if you have to screw up to come up in that unit.
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This problem highlights the dysfunction in the unit and the command. The fact that this is not his "first" problem or even his second, indicates favoritism or an inappropriate leniency regarding certain inappropriate and unethical behaviors. What this individual did was pass on this tradition of abuse of trust, power, and duty that was set by those who enabled his behavior.
The Service Member in question needs to be called on the carpet, along with anyone who "let him slide" in the past. This situation sucks, because now someone has to be a "rat" because everyone else has been behaving like "dogs". But if this pattern of behavior for service members and the command does not change, people will eventually die.
The Service Member in question needs to be called on the carpet, along with anyone who "let him slide" in the past. This situation sucks, because now someone has to be a "rat" because everyone else has been behaving like "dogs". But if this pattern of behavior for service members and the command does not change, people will eventually die.
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Sgt (Join to see)
Thank you for your response, Sir,
I believe that it is problems like this that, if uncorrected, lead to much larger problems down the road. This is what leads to major issues like suicides, DUIs, rapes, et cetera... Where afterwards we all stand around, look at our shoes, and lament "How could this happen?" or "Why didn't someone stop him?"
When all along we have been condoning their behavior by being silent against it, or worse, helping them get away with it.
I believe that it is problems like this that, if uncorrected, lead to much larger problems down the road. This is what leads to major issues like suicides, DUIs, rapes, et cetera... Where afterwards we all stand around, look at our shoes, and lament "How could this happen?" or "Why didn't someone stop him?"
When all along we have been condoning their behavior by being silent against it, or worse, helping them get away with it.
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He was wrong, period. Deal with him- Counseling forms, even UCMJ actions are indeed possible. A good leader "never sweeps crap under the rug". They may deal with it at their level w/o passing it up the chain- but you do DEAL with it.
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Sgt (Join to see) Sergeant; At one time I would have said "Sergeant, straighten this man out."
That wouldn't have been my later years response - which would have been "Why am I only now learning that this man has not already been sorted out?".
You have a problem which is possibly a "maturity issue" and only time and Sergeants can straighten that one out. If you have a "substance abuse issue" then that has to be dealt with RIGHT NOW before this Corporal gets himself into a situation where getting blotto can do him (or those he is in charge of) some REAL harm.
That being said, that does not mean that his meritorious promotion should not go ahead - it just means that he has to do a really strong reality check because the penalties imposed on Sergeants who get blasted (Sergeants are expected NOT to get caught) have much more serious than the penalties imposed on Corporals who do (we expect them to act stupidly at times).
If the Corporal is in your chain of command then talk to your Sergeant Major and/or Platoon Commander. (HINT:- Since this is a "man management issue" talk to the Sergeant Major about how a promising young soldier can be salvaged BEFORE you talk to your Platoon Commander [Platoon Commanders like to know about problems AFTER they have been solved not before you have even tried to solve them {at least I always did}].)
That wouldn't have been my later years response - which would have been "Why am I only now learning that this man has not already been sorted out?".
You have a problem which is possibly a "maturity issue" and only time and Sergeants can straighten that one out. If you have a "substance abuse issue" then that has to be dealt with RIGHT NOW before this Corporal gets himself into a situation where getting blotto can do him (or those he is in charge of) some REAL harm.
That being said, that does not mean that his meritorious promotion should not go ahead - it just means that he has to do a really strong reality check because the penalties imposed on Sergeants who get blasted (Sergeants are expected NOT to get caught) have much more serious than the penalties imposed on Corporals who do (we expect them to act stupidly at times).
If the Corporal is in your chain of command then talk to your Sergeant Major and/or Platoon Commander. (HINT:- Since this is a "man management issue" talk to the Sergeant Major about how a promising young soldier can be salvaged BEFORE you talk to your Platoon Commander [Platoon Commanders like to know about problems AFTER they have been solved not before you have even tried to solve them {at least I always did}].)
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The CPL volunteered to be the DD and failed by getting drunk, endangering the welfare of the other Marines. Has had previous issues with alcohol yet is going to be fast tracked to SGT. based on these, I would do what is called for by regulations since it was regulations and lawful orders that were violated. NJP, at least.
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