Posted on Oct 16, 2016
LTJG Ansi Officer
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Here's the background. You're a senior E5. Your troops are in formation and you're handing out work for the day. You hand out an assignment to a fresh E2 with less than a year in and only a few months at your command. They blatantly complain and tell you to choose someone else. You calmly tell them they will do this task and they tell you to shove it and give it to someone else. How do you react?
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SSgt Michael Bailey
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The fact you need to ask that question is a question about your leadership ability as an "E-5."
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SSG(P) Motor Transport Operator
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Its simple, dismiss everyone else. Take his assignment and give it to his team leader. Take that soldier and give him his new assignments. First pick up every cigerette but in the battalion. Second, dig a fighting hole for each member in his squad. Third recite every general order, last but not least, my personal favorite. Clean every weapon in the arms room to standard. In otherwards, every shit detail that comes out. Put him on it.
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PO3 Kenneth Ray
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PT AND EXTRA DUTIES EVERY DAY UNTIL THE ERA OF HIS WAYS BECOME CLEAR !! IF THAT FAILS, BRIG UNTIL ENLISTMENT IS UP !!
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CWO4 Tim Hecht
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Well I know how it would have been handled in 1970...after the dirt bag returned from sick call the task would still be waiting for him!
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SPC Jeffrey Ricker
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This must be dealt with quickly. While some say handle it in private, I can tell you from experience, nothing corrects this faster than punishing the whole squad. Team leader in front with the whole squad in the front leading rest position for awhile while the E2 looks on. Yes it will be corrected that night during lights out.
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CPO Bill Canada
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Back in the day they would end up with every shit job I could dream up and liberty was in real short supply for them.
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PO2 Larry Cruz
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Chain of Command has to be notified of the E-2s actions, if he, or she is refusing to follow orders, it
stands to reason that anything you say to them is going to be ignored, hence possible Captains Mast!
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PO1 Joseph Glennon
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"That's your job. There will be others after you do it. You will not cross the quarterdeck until you complete the job."

In the Navy, aboard a ship, only the CO (commanding officer) could restrict someone to the ship; however, his seniors could assign a reasonable task, and forbid him to leave the ship before the task is completed.

*If* he leaves the ship before it's done, then you've got an instance of UA (AWOL) in addition to the charges of disrespect, dereliction of duty, disobeying, etc. When you send him/her to Captain's Mast (NJP), you've got a bevy of charges sitting on the Skipper's podium - all stemming from one instance of attempted badassery at quarters.
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PO1 John Watson
PO1 John Watson
8 y
There was a time when the shop Chief or LPO held on to the "liberty cards". Upon return to the ship you had to turn in your "liberty card"...... "OK guys let's get this work done so you can hit the beach" "What do you mean you don't want to work seaman" "thats okay you can stay aboard for a few days." "Where are you going , Oh back to work".
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GySgt Lenny Hume
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Corrections need to be made immediately & on the spot. If troops you give orders to have something to say, as their leader, you need to let them know that shit don't work that way.

Then you give them a choice -Either they get hot on what you told them to do, or they get written up & lose some money. The choice is theirs.
(If they wanna get physical that's a totally separate issue, which can be taken care of, too, & also results in a write-up, anyway)lol
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SPC Nodal Network Systems Operators/Maintainer
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As a Specialist (E4) squad leader in charge of other E4's I have had this problem. It is rather difficult to handle another E4 because in their mind, you are the same. I was put in the position for a reason. Soldier tells me no. I remind soldier that I am in charge and that what I say you have to do. I prepared a counseling and the best part of the counseling is the ~magic bullet~ stating that if these actions persist, that UCMJ actions can be a result. Corrective training has to be related to the infraction and counseling swiftly administered. Detailed and carefully worded so that no loopholes can be found. Some of these soldiers think they are barracks lawyers. Once the corrective actions have been completed close out the counseling with a little "so why did you do it" session. It is important to know your soldiers and place their needs above your own. But at the same regard do not let them walk all over you. I make it a point not to only direct. I direct and actively work along side my soldiers. I feel that is a good way of showing leadership.
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