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Posted on Jan 1, 2015
Hypothetically speaking and excluding General Courts Martial what if the 1SG or CSM had UCMJ authority with commanders as the reviewer?
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I've led two platoons, a detachment, three companies one of which was in combat, a battalion, and a deployed Task Force in combat and I have to say my least favorite requirement was to administer non-judicial punishment to Soldiers. I hated it. Don't get me wrong, I did my job. I've often wondered if NCO's had the authority and officers were the reviewer would the effect on discipline been any different. Let's face it as an officer whenever I walked into a new job my counterpart almost always had a great deal more experience than I did and frankly I seldom disagreed with their recommendations when it came time to administer punishment. As a new company commander I had a grand total of 6 years as an officer while my 1SG had over 18 years of experience. I always gave him his due respect and included him in all aspects of the UCMJ process but not all officers are the same. Do all officers consider the full effect of giving a young PFC a company grade ART-15 and maxing him out versus a summarized and suspending everything? Would an NCO have greater appreciation for the impact punishment would have on that same PFC? Trust me officers don't receive extensive training on how to be a judge, jury, and executioner in any of our basic, advanced, or senior service training courses and as far as I know neither do NCO's. Therefore it comes down to personality and judgement of the particular officer responsible for making that potentially career ending UCMJ decision. Some officers are extremely quick to pull the trigger without ensuring that the CoC had done their due diligence prior to elevating to the command level. I insisted on seeing the counseling packet and hearing from the entire CoC and believe it or not they were not always in agreement on the recommendation. I told my leaders that I was not their personal sledge hammer or shortcut to problem resolution. I expected problems to be handled at the lowest level where appropriate. However, some of my command peers handed out non-judicial punishment like candy on Halloween and I sometimes thought they were just too eager to eat their own. Everyone makes mistakes and I often thought that, "there but for the grace of God go I." I understand that Soldiers must follow the orders of the officers appointed over them or we would cease to be an effective fighting force but what would be the impact on the force if NCO's handled punishment? Would it have a positive or negative effect on the Esprit de Corps of the unit? Would it negatively impact the commander's ability to effectively lead? Thoughts?
Discipline
UCMJ
Esprit de Corps
Leadership
Edited 11 y ago
Posted 11 y ago
Responses: 21
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The punishment should remain with our Commissioned Officers, our NCOs have tools available to fix behavior and performance.
We (NCOs) take care of infractions and fix behaviors through the use of corrective training...when a recommendation for UCMJ happens it means the infraction is indicates the service member will not change the behavior or that the incident is so severe that it requires UCMJ punishment.
Always recommend taking the position that the commander yields the power of a nuke in that he can reduce in rank, restrict, impose a monetary fine and also sentence the service member to extra duty.....we ought not use that weapon unless other means of corrective training have failed.
We (NCOs) take care of infractions and fix behaviors through the use of corrective training...when a recommendation for UCMJ happens it means the infraction is indicates the service member will not change the behavior or that the incident is so severe that it requires UCMJ punishment.
Always recommend taking the position that the commander yields the power of a nuke in that he can reduce in rank, restrict, impose a monetary fine and also sentence the service member to extra duty.....we ought not use that weapon unless other means of corrective training have failed.
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CSM Michael J. Uhlig
Great point SPC Benjamin Roeder! Many times a commander will impose punishment and suspend part of the punishment (e.g. the monetary fine/rank reduction) to serve as an incentive for improved behavior.
I ask you to understand that there are many instances where an individual will make a decision that is not consistent with our values, regardless of the example/mentorship of the NCOs involved with that individual. And you are spot on that there is many instances where our NCOs do not follow up.
I ask you to understand that there are many instances where an individual will make a decision that is not consistent with our values, regardless of the example/mentorship of the NCOs involved with that individual. And you are spot on that there is many instances where our NCOs do not follow up.
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CSM Charles Hayden Passed 7/29/2025
CSM Uhlig, Personally, after seeing how general officers are treated by officers for their offenses. I would choose for SGT Bergdahl to be tried/punished by a jury of NCOs rather than the typical mix of officers and a token NCO or 2?
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CSM Michael J. Uhlig
CSM Charles Hayden Passed 7/29/2025, are you talking about remedial training to replace what we call the dime and washer method?
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COL Roger Lintz
You can always tell when the CSM's are up to something. They speak in code!! It's good for all of us to hear your perspectives on this and other topics. Thanks for participating. My Buckeyes just won so my daughter and I are both hoarse from screaming.
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Good hypothetical question since it should drive people to better understand why the military does things the way that we do things. Short answer is no, 1SGs/CSMs should not have UCMJ authority. Reasons include:
- There is a difference between a commissioned officer and a non commissioned officer (NCO) in terms of legal authority. Changing the legal authority to accomidate things change would mean several 2nd and 3rd order changes. Goes to cost benefit analysis.
- One of the principles of the military is unity of command. Simply stated this means one person, and only one person, is in charge of a formation. This change would create two people in charge and therefore disperse command authority.
- 1SG/CSMs are critical parts of a formation's command team but their job is to advise and assist the CDR. A 1SG/CSM can and should be part of the process before it gets to the CDR but the final decision is, and must be, the CDR's decision alone. For example, every formation has a "CDR's open door policy" but this policy normally dicates that the chain of command be used before seeing the CDR. Soldiers normally never see a CDR without seeing the 1SG/CSM first.
- A commander is responsible for two things. Everything a formation does do and does not do. UCMJ is one of the tools that a commander uses to carry out his/her responsibility.
- What does "the commander would be a reviewer" mean? Does this mean appeal authority? If not, would the commander have veto authority over a 1SG/CSM's decision? If so and a CDR exercised this veto authority then what does that do to a 1SG/CSM's authority and credibility?
- There is a difference between a commissioned officer and a non commissioned officer (NCO) in terms of legal authority. Changing the legal authority to accomidate things change would mean several 2nd and 3rd order changes. Goes to cost benefit analysis.
- One of the principles of the military is unity of command. Simply stated this means one person, and only one person, is in charge of a formation. This change would create two people in charge and therefore disperse command authority.
- 1SG/CSMs are critical parts of a formation's command team but their job is to advise and assist the CDR. A 1SG/CSM can and should be part of the process before it gets to the CDR but the final decision is, and must be, the CDR's decision alone. For example, every formation has a "CDR's open door policy" but this policy normally dicates that the chain of command be used before seeing the CDR. Soldiers normally never see a CDR without seeing the 1SG/CSM first.
- A commander is responsible for two things. Everything a formation does do and does not do. UCMJ is one of the tools that a commander uses to carry out his/her responsibility.
- What does "the commander would be a reviewer" mean? Does this mean appeal authority? If not, would the commander have veto authority over a 1SG/CSM's decision? If so and a CDR exercised this veto authority then what does that do to a 1SG/CSM's authority and credibility?
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COL Roger Lintz
No fair you're a ringer!! You are correct though, my intent is to get some of our younger service members involved in the discussion so they may better understand why commanders/commissioned officers have such responsibilities. This dovetails into the same argument as to why commanders should maintain responsibility for prosecuting sexual assault offenders.
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COL Jason Smallfield, PMP, CFM, CM
CDRs maintaining responsibility for prosecuting sexual assualt offenders has two components.
- Internal. Soldiers and leaders MUST understand that is is our individual and collective responsibility to stop sexual assault within our formations.
- External. If we fail in our responsibility then Congress will take that responsibility away from us. This will be short sighted on Congress' part in my opinion but no one can argue that they do not have the right to do it. We can only argue that they should not take it away from CDRs. We help our argument if we solve our problem. Note that I wrote solve the problem, not white wash the problem.
- Internal. Soldiers and leaders MUST understand that is is our individual and collective responsibility to stop sexual assault within our formations.
- External. If we fail in our responsibility then Congress will take that responsibility away from us. This will be short sighted on Congress' part in my opinion but no one can argue that they do not have the right to do it. We can only argue that they should not take it away from CDRs. We help our argument if we solve our problem. Note that I wrote solve the problem, not white wash the problem.
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1SG Clifford Barnes
A thorough investigation should be done and remove the good old boy system done away with. I have seen it time and time again. All of you know what I am talking about. I have always been able to mentor and gain the respect of my soldiers. Agree COL Smallfield fix it.
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COL Roger Lintz Sir, I have been the First Sergeant providing guidance to the Commander on 16 Article 15s. Not one of them made him happy (and I can speak to that with absolute certainty). What he did, and I respected, was the same that you are speaking of. He would look at everything, have conversations with leadership and then ultimately make his own decision. He never strayed far from what was discussed and never once took an iota of pleasure from having to administer them. The troops knew this as well.
I think that authority needs to stay in the hands of the Commander. I strongly feel, as you apparently do as well that counsel should be taken from your trusted SNCO corps, but ultimately that decision is yours. SNCOs and NCOs are in the troop business not the issuance of formalized discipline business. I think we have enough going on to leave that to the Boss. That also gives us the ability to try and resolve where the resolving can take place. When it gets to the level of formal discipline, the issue is simply not fixing.......
I think that authority needs to stay in the hands of the Commander. I strongly feel, as you apparently do as well that counsel should be taken from your trusted SNCO corps, but ultimately that decision is yours. SNCOs and NCOs are in the troop business not the issuance of formalized discipline business. I think we have enough going on to leave that to the Boss. That also gives us the ability to try and resolve where the resolving can take place. When it gets to the level of formal discipline, the issue is simply not fixing.......
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COL Roger Lintz
Outstanding response 1SG. It sounds like your CO was one of the good ones and its also interesting to hear from a member of the command team who would be receiving this hypothetical authority.
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I think this is a bad way to go. The enlisted have a saying that there are "enlisted matters" and "officer matters". NJPs should remain the responsibility of the Commanding Officer. Enlisted have ways of conducting discipline for minor infractions and if the infraction is of a nature that an NJP is warranted, the the CO should know and should be responsible for the outcome.
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MSG Donald R. Lee, M.B.A.
COL Lintz, I've been reading many of the responses to your question and your response here, with the reference to the "bad parent" caught my eye. My immediate thought is that if a commander is only seen as the "bad parent" (and I fully understand your meaning here), then what does that say about the commander? Either a) he or she is not giving out a lot of praise and recognition or b) the NCO Corps is not supporting the commander when those tough decisions are made (think either open discussion with or around the troops about their disagreement with the commander's decision, i.e., complaints only go up, or failure to correct the troops when they openly disagree with the commander). Either circumstance sows seeds for a bad command climate leading to an ineffective and demoralized command. Appreciate the discussion Sir!
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COL Roger Lintz
MSG Lee, thanks for the response. Not sure where I said bad parent, I think I may have said bad cop but either way you are correct. That particular comment was made in jest but it goes without saying that administering NJP is not a pleasant part of the job. I think its safe to say that NCO's would dislike it just as much.
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MSG Donald R. Lee, M.B.A.
You're right sir: you said bad cop and I read bad parent. I guess I was trying to make the point that leaders - officers and NCOs - are all too often known for one quality or another (such as the "good cop" or the "bad cop") rather than being known as someone who is fair and just. Praise and Punishment: it's rare, unfortunately, to find a leader who is competent and confident in both.
PS: And apparently, where I stated "...and I fully understand your meaning here...", I was mistaken. LOL
PS: And apparently, where I stated "...and I fully understand your meaning here...", I was mistaken. LOL
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1SG Clifford Barnes
If your a good Leader the soldiers that your doing your job. We are not there friends per se. We have to lead by example. The soldiers understand and will defintely undestand and appreciate your unbiased actions.
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All the authority to administer UCMJ flows from the General Court Martial Comvening Authority, usually the Division Commander/ senior commander down to subordinate commands summary and special courts martial authority. I am sure there is also statuatory obstacles as well, but at a min you would have to change AR 600-20. I have worked well with the NCO leadership but I do not think this is the way to go. This is a command responsibility and burden. One can be advised but it can't be shared .
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COL Roger Lintz
I'm speaking hypothetically of course for the purpose of discussion. I probably should've stated that up front so I modified the question for clarity. Thanks. I'm interested in seeing the feedback and reasoning from all sides. BTW, I'm jealous. I was stationed at Ft Carson twice in my career and I loved it, except for NTC and Pinon Canyon and being in the field 9 of 12 months but everything else was awesome!
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COL Fred Johnson (Retired)
I agree with Jason; it's part of command (I led two platoons, a company, two battalions and a brigade). I think the better question is if lawyers should administer UCMJ rather than commanders. My
Personal opinion is that it should reside with the commander because they are responsible for good welfare and discipline of their organization. But there are far too many instances where commanders failed in this responsibility.
Personal opinion is that it should reside with the commander because they are responsible for good welfare and discipline of their organization. But there are far too many instances where commanders failed in this responsibility.
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COL Roger Lintz
Thanks COL Johnson (Fred),
That's probably another great hypothetical question to pose. Should JAG handle all UCMJ NJP? I concur that some commanders do better than others at using NJP wisely and judiciously while others either don't use it or abuse it. When used properly it can work wonders for rehabilitation as well as cleaning house. Thanks again for your insight I'm sure folks appreciate hearing the perspective of a former BDE commander.
That's probably another great hypothetical question to pose. Should JAG handle all UCMJ NJP? I concur that some commanders do better than others at using NJP wisely and judiciously while others either don't use it or abuse it. When used properly it can work wonders for rehabilitation as well as cleaning house. Thanks again for your insight I'm sure folks appreciate hearing the perspective of a former BDE commander.
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COL Fred Johnson (Retired)
Thank you Roger. As commanders we all hope that we do the right thing, but it's sometime difficult to separate prior experiences with a particular Soldier, officer or NCO (e.g. previous misconduct or unsatisfactory performance) and the burden of proof, innocent until guilty, and beyond a reasonable doubt. I never dispensed punishment without consult with the chain of command and ultimately my CSM. They helped serve as the jury. A technique I was taught by one best leaders with whom I served was to have the entire chain of command had to be in the room when determining guilt, innocence and decision. Each person in the chain of command had to "vote" in front of the Soldier being considered for UCMJ. They had to look them in the eye and say why they were voting in favor or against. That did couple of things. First, the person recommending UCMJ can't just pass a problem up the chain of command with having to display the moral courage to own up to their recommendation. Too often you hear from bad leaders "I stood up for you but the commander chose to punish you." Also, you get to hear other matters of mitigation (like he's a really good Solider but he's been going through some issues with his family, etc). Finally, by and large it forces the commander to weigh all the factors. If the commander is still undecided he or she always has their CSM or 1SG.
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Sir,
This is a very good discussion and, in my opinion, should be a subject of LPD across the Military so everyone has a better understanding of the impact UCMJ can have on a career. I will say that if NCOs were given the authority to administer UCMJ action, it probably wouldn't make a whole lot of difference. The NCO Corps also has its share of individuals who would hand out UCMJ like candy. I have recently retired after 20 years of service and one observation I have made throughout my time is that older doesn't necessarily mean wiser. I have seen SR NCO's with 25+ years of service act less mature than an E6 with 6 years even more so during the last 3-5 years of my career. Good judgement and decision making on matters like UCMJ rest on the shoulders of the individual who is holding the hammer and, let's face it, not everyone who holds the rank or position deserve to be there.
This is a very good discussion and, in my opinion, should be a subject of LPD across the Military so everyone has a better understanding of the impact UCMJ can have on a career. I will say that if NCOs were given the authority to administer UCMJ action, it probably wouldn't make a whole lot of difference. The NCO Corps also has its share of individuals who would hand out UCMJ like candy. I have recently retired after 20 years of service and one observation I have made throughout my time is that older doesn't necessarily mean wiser. I have seen SR NCO's with 25+ years of service act less mature than an E6 with 6 years even more so during the last 3-5 years of my career. Good judgement and decision making on matters like UCMJ rest on the shoulders of the individual who is holding the hammer and, let's face it, not everyone who holds the rank or position deserve to be there.
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COL Roger Lintz
Spot on SFC Cantu (David)! I think the common denominator here lies with the personality of the person in charge. An infraction in one unit may not yield the same result in another unit. The real issue is which unit is better off because of it.
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SFC David Cantu Jr.
Sir one of the problems I have seen with the NCO Corps, especially the SR NCO's is too many are still trying to live in the past. What I mean by that is, back when I first came into service it was almost an unwritten requirement to have some kind of UCMJ in an enlisted members file in order to be promoted. If we go back about 15 years, individuals with derogatory evaluations and multiple UCMJ action against them could still remain in service and move past it all. It wasn't uncommon to have at least 1 individual who had been promoted and demoted to the same rank numerous times. Times have since changed especially with the drawdown. One infraction that yields negative paperwork will end a career. The opportunity to "bounce" back are no longer available like they were back then. For that reason, leaders must be very careful and really think about what they are about to do to a Soldiers career and also their family before they commit the pen to paper. Sometimes I feel like UCMJ packets should be further reviewed by a board to ensure the decision to hand out punishment was made with good sound decision making or if it was made out of rage and anger.
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COL Roger Lintz
SFC Cantu, (David)
I concur with your concerns. That's one thing we as officers live with our entire career. There are no suspended ART-15's that we can recover from or "bounce back" as you stated. I understand it's now a zero defect Army for everyone. I've used this analogy many times in my career; we will spend days, weeks, and yes sometimes months at double arm interval looking for a lost sensitive item that can be as cheap as $460.00 (M4) but we will end a career without hesitation. How much have we invested in that Soldier and what's our potential return on our investment? Is this an isolated incident? Was the Soldier/Sailor/Airman/Marine under extreme duress or are there extenuating circumstances?
Should we change the way we handle punishment altogether? I think its something that will definitely be addressed at some point. Thankfully we both survived long enough to at least retire!
I concur with your concerns. That's one thing we as officers live with our entire career. There are no suspended ART-15's that we can recover from or "bounce back" as you stated. I understand it's now a zero defect Army for everyone. I've used this analogy many times in my career; we will spend days, weeks, and yes sometimes months at double arm interval looking for a lost sensitive item that can be as cheap as $460.00 (M4) but we will end a career without hesitation. How much have we invested in that Soldier and what's our potential return on our investment? Is this an isolated incident? Was the Soldier/Sailor/Airman/Marine under extreme duress or are there extenuating circumstances?
Should we change the way we handle punishment altogether? I think its something that will definitely be addressed at some point. Thankfully we both survived long enough to at least retire!
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COL Roger Lintz , Sir, as Command Master Chief on two ships I believe that my Commanding Officers relied very heavily on the word of our Chief Petty Officers to determine the outcome of every case referred to Mast (Article 15 - UCMJ). Our process (and is/was not the same on every ship) was that any case referred for possible Mast was first reviewed by a CPO Board which I Chaired. The Board consisted of 3 to 5 Chief or Senior Chief Petty Officers (E-7 or 8) in addition to myself and any other Master Chiefs available.
The accused, his Leading Petty Officer, Leading Chief, and any witnesses were interviewed, facts, if any were determined and a recommendation was made to the Executive Officer concerning further action (referral to the CO or dismissal). After his review the XO would either concur or make his own recommendation (he could dismiss or referrer).
At any point along the COC a referral to CM could also be made and the CO could act on them or keep the case at Mast. If the case went to Mast for any reason, recommendations might accompany the referral. At Mast the Command Master Chief was always there to represent the accused and make sure his/her best interests were fully represented. AT Mast the CO could of course impose punishment, suspend, or dismiss.
Do I need to have to have UCMJ Authority? No, Sir. I believe our system works very well as it is with the Commanding Officer holding the ultimate and final decision. He/She has all of the advise needed to make a decision and MORE at times. In Navy, when we are at SEA, the Commanding Officer IS IT! Nothing needs to come between him and his authority.
If the CMC is worth the pay he/she earns, then advise given is listened to and cherished. Many times I have sat with the CO and discussed the day, what has happened and what is going to happen. I have listened to his problems and unburdened myself, the relationship between the CO and CMC has to be totally trusting and open or it will not work.
The accused, his Leading Petty Officer, Leading Chief, and any witnesses were interviewed, facts, if any were determined and a recommendation was made to the Executive Officer concerning further action (referral to the CO or dismissal). After his review the XO would either concur or make his own recommendation (he could dismiss or referrer).
At any point along the COC a referral to CM could also be made and the CO could act on them or keep the case at Mast. If the case went to Mast for any reason, recommendations might accompany the referral. At Mast the Command Master Chief was always there to represent the accused and make sure his/her best interests were fully represented. AT Mast the CO could of course impose punishment, suspend, or dismiss.
Do I need to have to have UCMJ Authority? No, Sir. I believe our system works very well as it is with the Commanding Officer holding the ultimate and final decision. He/She has all of the advise needed to make a decision and MORE at times. In Navy, when we are at SEA, the Commanding Officer IS IT! Nothing needs to come between him and his authority.
If the CMC is worth the pay he/she earns, then advise given is listened to and cherished. Many times I have sat with the CO and discussed the day, what has happened and what is going to happen. I have listened to his problems and unburdened myself, the relationship between the CO and CMC has to be totally trusting and open or it will not work.
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COL Roger Lintz
Master Chief,
Your comment, "Do I need to have UCMJ Authority? No.." speaks volumes. I'm starting to see a pattern in the responses. Most if not all of the senior NCO's who've served alongside a commander agree that the system in place works and is the best. Some of the younger NCO's have responded that they should have the authority or would be able to handle the authority. This has been a very interesting exchange so far.
Your comment, "Do I need to have UCMJ Authority? No.." speaks volumes. I'm starting to see a pattern in the responses. Most if not all of the senior NCO's who've served alongside a commander agree that the system in place works and is the best. Some of the younger NCO's have responded that they should have the authority or would be able to handle the authority. This has been a very interesting exchange so far.
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CMDCM Gene Treants
As a Command Master Chief when I worked for a 2 Star Ashore, my response would have been then same. The Chief of Staff (O6) held Mast the only time it was needed. There, it was not the same, but similar in concept. Once again, i was there to represent the accused and my advise was taken into consideration prior to the final decision.
The relationship between the CMC and the Commanding Officer is very different at sea, as I implied. My last Commanding Officer was an O-5 at an Aviation Command. Once again, the relationship was more like that at sea since we spent so much time at our outlying Detachments in other States. In those Detachments each OIC had UCMJ authority.
The relationship between the CMC and the Commanding Officer is very different at sea, as I implied. My last Commanding Officer was an O-5 at an Aviation Command. Once again, the relationship was more like that at sea since we spent so much time at our outlying Detachments in other States. In those Detachments each OIC had UCMJ authority.
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Sir, as a member of the Chiefs' Mess at our unit, and the Command Master Chief, I would offer that only officers should retain the authority to administer UCMJ. We (CSM, CMC, 1SG, etc) are here to advise and assist, but not usurp the position/capacity/responsibility of the CO. A good CO should have cultivated a positive relationship with the SNCO corps particularly the command senior enlisted leader in his sphere of influence before such things occur. This relationship should facilitate honest and open dialog between the command cadre with the end game being a just and fair decision which hopefully improves overall performance of the unit while also salvaging the offending member from career ending behavior.
I have served as the Preliminary Inquiring Officer for several issues which were forwarded for further UCMJ action. I have also served as a member of Chiefs' Counsel (a formal counseling vehicle for members with behavior issues), and as the CMC have made recommendations to the CO regarding UCMJ actions. They ranged from simple counseling statements all the way to courts martial. The CO took no joy in any of these cases, but the fact that a trusted SNCO was there as a resource reduced his burden.
I have served as the Preliminary Inquiring Officer for several issues which were forwarded for further UCMJ action. I have also served as a member of Chiefs' Counsel (a formal counseling vehicle for members with behavior issues), and as the CMC have made recommendations to the CO regarding UCMJ actions. They ranged from simple counseling statements all the way to courts martial. The CO took no joy in any of these cases, but the fact that a trusted SNCO was there as a resource reduced his burden.
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COL Roger Lintz
Master Chief,
It's so awesome to hear once again from the tippy top of the food chain. Clearly you enjoyed a symbiotic relationship with command team counterpart and that's priceless. That's exactly how its supposed to work. Neither party enjoys the task of doling out discipline but it's part of the duty description. I was very fortunate to get to work with a couple of outstanding CSM's and 1SG's very much like yourself and for that I am eternally grateful. It made my job a lot easier. I'm curious as to whether you've ever had a less than stellar CO or officer counterpart during your career that wasn't shall we say inclusive in his/her decision making cycle and if so how did you handle it? I'm referring to a CPT Bligh and the mutiny on the Bounty scenario? (I know wrong service but you get my point). Thanks again Master Chief.
It's so awesome to hear once again from the tippy top of the food chain. Clearly you enjoyed a symbiotic relationship with command team counterpart and that's priceless. That's exactly how its supposed to work. Neither party enjoys the task of doling out discipline but it's part of the duty description. I was very fortunate to get to work with a couple of outstanding CSM's and 1SG's very much like yourself and for that I am eternally grateful. It made my job a lot easier. I'm curious as to whether you've ever had a less than stellar CO or officer counterpart during your career that wasn't shall we say inclusive in his/her decision making cycle and if so how did you handle it? I'm referring to a CPT Bligh and the mutiny on the Bounty scenario? (I know wrong service but you get my point). Thanks again Master Chief.
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CMC Robert Young
Sir, I have encountered "less than stellar" performers; however, my observation is that they typically are junior officers who are beginning their careers as leaders and as such they do not yet have the experience or insight of a more seasoned officer.
I would also offer that historically those junior officers either make significant adjustments in their approaches which lead to long happy successful careers. Unfortunately in other cases, they make no such adjustment and either their organizations continue to suffer from that leadership deficient, or more likely the evaluation and promotional system eventually separates them from the service.
Nothing but love for my last boss (O6). Am hopeful that his relief who is inbound now is going to be as exceptional.
I would also offer that historically those junior officers either make significant adjustments in their approaches which lead to long happy successful careers. Unfortunately in other cases, they make no such adjustment and either their organizations continue to suffer from that leadership deficient, or more likely the evaluation and promotional system eventually separates them from the service.
Nothing but love for my last boss (O6). Am hopeful that his relief who is inbound now is going to be as exceptional.
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I think that we as NCO Leaders have a better idea and tend to teach mentor in those areas. Don't get me wrong sometimes you have to. Treating with respect pride and dignity we can make a difference. I learned along time ago you don't have to scream yell or cuss to gain respect.
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CMDCM Gene Treants
1SG Clifford Barnes, I can remember the very few times I actually resorted to the use of yelling or foul language, when that happened,people knew it was time to listen or react instantly. There is a time and a place. (Ecclesiastes 3 1:8)
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Good points all. From my foxhole, I believe 1SGs and CSM, if given the responsibility (word choice specific, vice authority) to administer UCMJ they would be able to do it. I would still want the commanders to be responsible for it however. Often times NCOs are, for good or bad, emotionally attached to the Soldier. Allowing the NJP to be meted out in the NCO ranks leaves the possibility for a perception of impropriety, if not an emotional judgement altogether. Leaving NJP in the realm of officers allows that one step back from the situation to allow the emotion to temper and allow reasoned thought to intervene.
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SSG David Doughty
Dead on 1SG. Not to simplify things too much but NCOs take care of troops, COs take care of units. That detachment is vital to ensuring the fair, unbiased administration of justice.
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