I have an NCO (inherited from another section) who just can't get right. Do you have any suggestions?

SSG Private RallyPoint Member — Sun, 05 Jun 2016 23:02:50 -0400

Response by MSG Private RallyPoint Member made Jun 5 at 2016 11:06 PM

MSG Private RallyPoint Member — Sun, 05 Jun 2016 23:06:11 -0400

Counseling, re-training and mentoring. I'm in the same boat with a newly promoted SGT.

Response by CAPT Kevin B. made Jun 5 at 2016 11:14 PM

CAPT Kevin B. — Sun, 05 Jun 2016 23:14:01 -0400

Not much to go on but it looks like you pulled your turn babysitting a rock. If your CoC is worth any salt, there should have been significant previous massaging. Your SEL should be very aware of this individual. So first, what's the plan? It had better be an up or out thing. If you're the last stop in the we're not letting him reup, then that's a different plan. If there wasn't much going on the past year or two, you'll have to decide if it's worth your energy pushing the CoC to do the right thing vs. getting dinged for showing up their faults. Get some insight upline lest you become the problem.

Response by SSG Roger Ayscue made Jun 5 at 2016 11:26 PM

SSG Roger Ayscue — Sun, 05 Jun 2016 23:26:54 -0400

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.

Response by CPT Private RallyPoint Member made Jun 6 at 2016 12:43 AM

CPT Private RallyPoint Member — Mon, 06 Jun 2016 00:43:44 -0400

This is something that is pretty much common. Rather deal with the issue of having a bad NCO and reducing them to a rank that is more appropriate they will simply just move them to another unit and forget about the problem. First, I would give them a very indepth initial counseling that is referenced for the duty description and responsibilities with their MOS. Then I would give them the full load of responsibilities. If they fail they will be subject to counseling. You will have to build a packet. After such time you should have a pretty extensive folder. Another method you can use is to show their lack of competence to you battalion. When there is a duty for a NCO that is crucial you should volunteer this soldier for it. If your unit says no then ask why. If they say that he/she is not capable then you ask them for a reduction due to putting an undue burden on the other NCOs that have to make up for his/hers short comings. If they let this NCO perform the duty and they fail then you will be able to see the issue and they will have egg on their face also. It is not a pretty business but it is better to show them what they lack than have this NCO get someone hurt.

Response by SSG Private RallyPoint Member made Jun 6 at 2016 4:36 PM

SSG Private RallyPoint Member — Mon, 06 Jun 2016 16:36:27 -0400

If all else fails, the Military is accepting individuals who'd like to volunteer for expedited service out of the Military lol they sound like a great candidate.

Response by SSG Private RallyPoint Member made Jun 6 at 2016 4:42 PM

SSG Private RallyPoint Member — Mon, 06 Jun 2016 16:42:16 -0400

Some Military personnel fail to realize that this is an organization built upon a business strategy not too different from the civilian work force. However they fall into the (I'm safe mindset) only because of the provided atmosphere the Military has the tendency to give off. What I'm saying is I feel that standards need to be reinforced and if individuals are not helping the organization move forward in any way, not wanting to better themselves, or trying to leave if they have found this life isn't for them, then it's our job as leaders to free the weak links and rebuild them with the stronger ones....I don't know I'm only an E-6....

Response by Jordan Gaudard made Jun 6 at 2016 8:10 PM

Jordan Gaudard — Mon, 06 Jun 2016 20:10:34 -0400

SSG Private RallyPoint Member I have read through the posts and see a lot of great information. I would say I ran into this a few times at my last duty assignment. The thing is, they have seen wrong way more times than they have seen right. It's a process that takes time, how much time is really dependent on the person in question. If they are extremely behind, it may be necessary to reduce in rank. I don't see the details on "can't get it right", so it is hard for me to say.

Response by CW4 Private RallyPoint Member made Jun 6 at 2016 8:59 PM

CW4 Private RallyPoint Member — Mon, 06 Jun 2016 20:59:34 -0400

Well ensure that it reflects in his NCOER. That is how we keep bad NCO's from getting continually promoted.

Response by SGM Private RallyPoint Member made Jun 7 at 2016 8:30 AM

SGM Private RallyPoint Member — Tue, 07 Jun 2016 08:30:38 -0400

First a junior NCO needing help is something we all have faced, and it's a test of you, SSG Private RallyPoint Member 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.

Response by SSG Michael Scott made Jun 7 at 2016 8:49 AM

SSG Michael Scott — Tue, 07 Jun 2016 08:49:09 -0400

SSG, you are the teaching tool, set the standard, correct soldier as needed. Be, know, do.

Response by CMSgt Lloyd French made Jun 7 at 2016 9:47 AM

CMSgt Lloyd French — Tue, 07 Jun 2016 09:47:01 -0400

First...WHAT can't your NCO get right? Is it zipping up his fly or assembling a computer for spare parts? Simple tasks require simple training (Instructor tells, instructor does; instructor tells, student does (with instructor intervention); instructor tells, student does. Now if your orders are complex, then written instructions (after training) are best. However, if after everything you do, your NCO is still incapable of executing tasks ... especially simple ones, then I recommend the following:

1) Have the NCO visit medical facilities to be evaluated (yes...mental health, too)
2) If given a clean bill of health both physically and intellectually, then consider retraining
3) If retraining isn't an option, then administrative discharge is likely your best recourse.

Response by MSG Ed Dammer made Jun 7 at 2016 10:22 AM

MSG Ed Dammer — Tue, 07 Jun 2016 10:22:18 -0400

The first question that comes to my mind is this; Is the individual TRYING to do things things correctly. (You weren't specific in presenting the difficulty so that makes it tough to answer.) If someone is making an honest effort but just doesn't seem to get it, work with him/her as much as is needed and, with some luck, you can turn him around. If he just doesn't give a shit, there isn't much you can do but reflect it in his next NCOER and hope he moves on quickly. I've dealt with senior NCOs (E7) whose egos made them think they were above criticism. THOSE are a lot harder to deal with than any new NCO.

Response by MSG Scott O'Hagan made Jun 7 at 2016 10:30 AM

MSG Scott O'Hagan — Tue, 07 Jun 2016 10:30:43 -0400

You have to break it down to the basics. 10 level in move up. Don't assume anything. If he is motivated to learn and you be motivated to teach. But make sure you were documenting everything on counseling. Because if this guy turns out to be a bag of garbage, you need to back up to make sure that he does not get promoted

Response by PO1 Tc1 Uscg made Jun 7 at 2016 10:35 AM

PO1 Tc1 Uscg — Tue, 07 Jun 2016 10:35:23 -0400

Did I miss something or what is it he isn't getting right?

Response by SFC Private RallyPoint Member made Jun 7 at 2016 10:37 AM

SFC Private RallyPoint Member — Tue, 07 Jun 2016 10:37:04 -0400

Like many have said, counsel, counsel, counsel. However, don't just counsel him, counsel ALL your soldiers. Set that standard for yourself and your subordinates and go from there. A lot of times, a soldier makes it to SGT (or higher) without guidance or accountability. By then, they've established their habits and think there is nothing wrong with what they're doing - they've "always done it that way" without anybody giving them negative feedback. Heck, they made it to that rank by behaving that way, so it must be okay, right? Counselings give a soldier a reference point - if in doubt as to what you expect from them, they can refer to them, check themselves, and continue on knowing that they're meeting your set expectations. And if they don't meet expectations, counselings will bolster your corrective actions against them. You might be surprised, though. I have found that a majority of misbehaving/substandard soldiers straighten up and do what they're supposed to do (sometimes even exceeding expectations) when they're held to an unwavering standard that's in writing. But, again, you need to establish a counseling habit for all your soldiers, not just the problem children. That might prevent you from being accused of unfairness. And the SGM is correct, counsel for positive things also. The same way having something negative in writing is an eye-opener, having a pat on the back in writing is a morale booster and reinforces positive behavior and garners loyalty.

Response by SFC Private RallyPoint Member made Jun 7 at 2016 10:39 AM

SFC Private RallyPoint Member — Tue, 07 Jun 2016 10:39:32 -0400

Like many have said, counsel, counsel, counsel. However, don't just counsel him, counsel ALL your soldiers. Set that standard for yourself and your subordinates and go from there. A lot of times, a soldier makes it to SGT (or higher) without guidance or accountability. By then, they've established their habits and think there is nothing wrong with what they're doing - they've "always done it that way" without anybody giving them negative feedback so where's the problem? Heck, they even got promoted, so it must be okay, right? Counselings give a soldier a reference point - if in doubt as to what you expect from them, they can refer to them, check themselves, and continue on knowing that they're meeting your set expectations. And if they don't meet expectations, counselings will bolster your corrective actions against them. You might be surprised, though. I have found that a majority of misbehaving/substandard soldiers straighten up and do what they're supposed to do (sometimes even exceeding expectations) when they're held to an unwavering standard that's in writing. But, again, you need to establish a counseling habit for all your soldiers, not just the problem children. That might prevent you from being accused of unfairness. And the Brooks is correct, counsel for positive things also. The same way having something negative in writing is an eye-opener, having a pat on the back in writing is a morale booster and reinforces positive behavior and garners loyalty.

Response by PO2 Dale Joiner made Jun 7 at 2016 11:13 AM

PO2 Dale Joiner — Tue, 07 Jun 2016 11:13:28 -0400

I dont remember what its called but while in the Navy, when we had problems like this we did have a basic boot camp that we could send them to it was only a few weeks long but it was to reacclimatize them to the standards. it was ran by Marine instructors and they lived and worked in a barracks just as we did in boot camp. Look into and see if the army has a similar program

Response by SMSgt Roy Dowdy made Jun 7 at 2016 11:19 AM

SMSgt Roy Dowdy — Tue, 07 Jun 2016 11:19:07 -0400

Document, document, document....every little infraction and failure to adhere to standards should be logged to demonstrate a failure of said individual to conform and perform to the required level of standards! Once you've compiled enough documentation it should be enough to submit recommendation for individual to be Chaptered Out, or at minimum, be subjected to corrective action (i.e. LOC, LOR, etc...). With the ongoing drawdown of 40K soldiers, it should be easy enough to throw the individual into the mix.

Response by 1SG Joseph Martinez made Jun 7 at 2016 11:19 AM

1SG Joseph Martinez — Tue, 07 Jun 2016 11:19:42 -0400

Lots of great information on this forum. I do believe that a lot of soldiers are getting promoted way too fast especially during the start on GWOT. These young NCO's do not understand the amount of responsibility and influential power that they have towards their subordinates. As we all know, leaders are not born and in order to be a good leader you must learn to follow. With that said a soldier becomes a good leader by experience. As stated in several post you need to counsel this NCO and make the NCO identify his/her strength and weaknesses then come up with a plan on how he/she can improve. If the NCO fails you must have a paper trail on all that he/her accomplished and failed to do, so when its time for you to write his/her NCOER you will have documents showing that you have given him or her a chance to be successful.

Response by SFC Arai Pooley made Jun 7 at 2016 11:41 AM

SFC Arai Pooley — Tue, 07 Jun 2016 11:41:24 -0400

Can't get it right, or does things differently than you? All things are a matter of perspective, you should provide more information if you want real assistance.

Response by MSG Phillip Marquez made Jun 7 at 2016 11:57 AM

MSG Phillip Marquez — Tue, 07 Jun 2016 11:57:24 -0400

Counseling....NCOERs, and basic counseling statements. You can use the counseling statements for body for your next NCOER on this "NCO" Identify the areas in which he/she needs to improve and give that NCO realistic goals. If he/she doesn't meet those goals, reflect that in your NCOER and maybe go talk to your 1SG for advice on how to get this NCO out of the Army.

Response by SFC Kevin Zoll made Jun 7 at 2016 12:36 PM

SFC Kevin Zoll — Tue, 07 Jun 2016 12:36:02 -0400

First you have to identify why this NCO "just can't get it right". Is it a training issue or is it an attitude issue. The Army provides you with the tools to correct both. No matter which issue you are facing it needs to be documented. Document the problem, and the course of action needed to correct the shortfall, and the results of the corrective training. It starts with conducting a "Relief for Cause" counseling session. Document counseling session on DA 4856. Identify the where the NCO is falling short, develop a corrective course of action that is 90-days long, implement, and document results. If for some reason the NCO does not correct their performance, then you can resort to a Relief for Cause. I have only had to go this route with two NCO's during my career. 1 become a very successful NCO, and the other I had to do a relief for cause, recommended for reduction and separation. The NCO I relieved had an insubordination problem, and forced my hand when he disobeyed an order from a commissioned officer.

Response by GySgt Keith Brownmiller made Jun 7 at 2016 1:01 PM

GySgt Keith Brownmiller — Tue, 07 Jun 2016 13:01:02 -0400

While I'm not up on the Army promotion system, back in my day most cutting scores were inflated to ensure that our troops got a chance for promotion. So people were getting promoted that shouldn't have been. A part of the problem is that when you promote a new NCO, they are afraid of stepping on their friends that didn't get promoted. Additionally, the squad leader, based on your scenerio, had failed not only the NCO you got, but the entire squad.

So what you need to do, is use this as a teaching/training moment. However, you need to ensure that the NCO doesn't feel slighted in any way.

This should get you thinking.

Response by SSG Tim Currie made Jun 7 at 2016 1:05 PM

SSG Tim Currie — Tue, 07 Jun 2016 13:05:45 -0400

I would consider having him work very closely with an NCO in your section that is squared away (which may be you). Have him shadow this NCO and simply observe unless they are relaying an order as it sounds like this NCO has not earned the right to issue orders of any kind. If anything, hopefully having a "babysitter" embarrases them in to stepping up although hopefully it just teaches them how to begin to be a leader. Make sure that he knows the TLP's in and out, as well as having him work on the Troop to Task with you. Make sure that he/she understands what goes in to being a true Army leader. Also, have them recite the NCO creed, as a matter of fact; have them do this first. I can almost guarantee that they don't know it. If they don't know it, I would say this is a good place to start in having them learn it (not just the words, the meaning behind the words). Finally, if all else fails, sounds like E4 and out the door!

Response by SSG Thomas Werstlein made Jun 7 at 2016 1:22 PM

SSG Thomas Werstlein — Tue, 07 Jun 2016 13:22:51 -0400

A ton of responses for using the 4856 to counsel the NCO in question. Lets not forget that as Professionals we are supposed to train and mentor our subordinates. How can we expect someone to be right regardless of rank if the person was never taught what right is? Document what your expectations are and how you expect them to be achieved then provide the proper motivation and mentorship so the person can succeed. You must know yourself and your subordinate to provide the proper motivation and mentorship.

Response by 1SG George Pegram made Jun 7 at 2016 1:29 PM

1SG George Pegram — Tue, 07 Jun 2016 13:29:20 -0400

You have to counsel him and let him know what the consequences for his shortcomings. You have to give him time to make the new adjustments. If that doesn't work he/she may need mental help. If that is not the case then he/she maybe unfit for service.

Response by 1SG George Pegram made Jun 7 at 2016 1:31 PM

1SG George Pegram — Tue, 07 Jun 2016 13:31:46 -0400

Send him to mental Health for an evaluation.

Response by MSG Private RallyPoint Member made Jun 7 at 2016 2:03 PM

MSG Private RallyPoint Member — Tue, 07 Jun 2016 14:03:26 -0400

First thing, make sure your intentions and the standards are clear. Then talk to the trooper to find out what is holding him (or her) back from satisfactory performance. Find the solution and help the trooper implement the solution. "Help" in this case may be either training (the NCO hasn't been trained correctly in the past), or corrective (the NCO knows better, but doesn't want to comply). Build on successes, immediately correct failures.

Response by SGM Nathan Thomas made Jun 7 at 2016 2:22 PM

SGM Nathan Thomas — Tue, 07 Jun 2016 14:22:16 -0400

Whenever I personally had an NCO that was not making it, the first person I looked at was me. Was I leading by example? Was I being fair in my assessment? When I see he had a problem with a task, what was my response and did I use it as a training moment? There were many more questions that I asked myself and I was brutally honest with myself. Then I looked at how much did I know about this NCO? What were his past assignments? Which ones did he enjoy the most or least and why? What did he think it meant being an NCO? What did he see as his weaknesses? Of course you mentor that NCO and just like with all soldiers under your leadership you truly care about them. Being a leader is also being a servant. Some of my weakest NCOs have turned out to be some of my best or even later become Sergeants Major. Not saying that I am all that because I have had some failures along the way as well. It may sound cliche, but the military is a way of life, not a job. You have to put yourself into it and where as you may have your swag, you also need to be humble too! I always told my troops my position does not mean I am more intelligent than you, it says that I have more experience in this way of life than you. All of your minds are important and I expect for you to use them for the good!

Response by PO1 Eric Loughridge made Jun 7 at 2016 2:58 PM

PO1 Eric Loughridge — Tue, 07 Jun 2016 14:58:59 -0400

find out what's going on at home. maybe he made NCO and went right out and bought a brand new Lancer he can't afford, or his wife decided all of a sudden they can afford to have 10 kids, or maybe his parents aren't doing so well. see if he's talking with everyone else or if he just sits in his corner. i had someone sent to me that someone else didn't want b/c he was kind of a screw up, and he understood, or at least assumed this. he was kind of depressed about it and about being far away from home, but after a couple of people talked to him and after we started giving him crap and calling him names (treating him like we would anyone else) and encouraging him to keep practicing steps in the checklists, he settled in to his new surroundings and we had a ball.

Response by PO1 Aaron Baltosser made Jun 7 at 2016 4:41 PM

PO1 Aaron Baltosser — Tue, 07 Jun 2016 16:41:49 -0400

Root cause analysis is in order. I got a guy that was squatting in his house for 6 months, had stolen gear from his old unit, had 'bought' a rifle from a guy in his old unit, couldn't show up on time to duty, had no savings to his name because despite squatting in a house for 6 months has spent everything he should have paid to rent. He was supposed to be working in a controled air conditioned environment supplying the people that put you to sleep in the OR. Very specific simple duties. After multiple counselin sessions, and a 30 minute one wY conversation with our Senior Chief he opted to leave 160 hours duty a month in AC for 400 hours a month at a student command in North Carolina summer heat because he was incapable of getting his stuff together. He left the Navy very shortly after and was a burden on every command he was ever part of. My only conclusion was he was an end of the month quota grab so the recruiting office could make mission.

Response by MSG Don Burt made Jun 7 at 2016 6:48 PM

MSG Don Burt — Tue, 07 Jun 2016 18:48:47 -0400

I take it this person is not old, as he is an NCO. How many
times has he been reassigned because of a “problem?”
If he is a screw up then you need to find the source of their
problem if it’s Military or outside...if they are “not getting it” is it due to
them not being properly trained or are they screwing up to get
themselves discharged or what?
You need to get to the root cause...who knows, this person may
become an asset to you and your unit if you just take the time and
find out what their “real problem” is. Maybe no one has really taken the time to find
out what their problem is if they really have one. It’s like an open ended
question with many answers...you just need to dig into it. Good luck!

Response by SGT Stanley Bass made Jun 7 at 2016 10:37 PM

SGT Stanley Bass — Tue, 07 Jun 2016 22:37:44 -0400

How long nave the been an NCO, and why from the other section? But yes they may just now know or understand the ways of your unit, they are used to their old unit, and that is hard to figure out sometimes.

Response by TSgt Robert Danley made Jun 8 at 2016 7:44 AM

TSgt Robert Danley — Wed, 08 Jun 2016 07:44:30 -0400

What is it this NCO can't get right? What are the weaknesses? What are the strengths? I have seen NCO's who where strong administratively, but put them in charge of people and it turns into a three ring circus. The other way around as well. Take the time to train this NCO and work on those weak areas. Repetition is the key the key to training.

Response by SFC Private RallyPoint Member made Jun 8 at 2016 11:09 AM

SFC Private RallyPoint Member — Wed, 08 Jun 2016 11:09:48 -0400

When you gave him your first initial counseling statement you should have told him what you expect of him what the military expected of him what you will not tolerate as a leader remember you write his in NCEORS always put his actions and behavior on paper so when you take it up front they see what you've been through are going through and what you have done that about it a good man will take it from there

Response by SFC Timothy Reynolds made Jun 8 at 2016 11:18 AM

SFC Timothy Reynolds — Wed, 08 Jun 2016 11:18:27 -0400

Each case is different. You stated it very broadly. Just do an indepth eval of his situation such as finanical, personal, etc. Cover all of this in your initial counseling and ask questions. You'll be able to fix him, good luck.

Response by SGT David Petree made Jun 8 at 2016 12:33 PM

SGT David Petree — Wed, 08 Jun 2016 12:33:28 -0400

find OUT what is going on with him or her. find out what the Sgt. knows , by watching the sgt do the job. give a class, or have the Sgt give a class. SEE what's UP. It all comes down to Basic NCO DP.

Response by SSgt Frank Perron made Jun 8 at 2016 9:17 PM

SSgt Frank Perron — Wed, 08 Jun 2016 21:17:57 -0400

As others have stated look into his SRB to see if there have been issues before. Pull the NCO to the side and talk to him one on one. Let that NCO know what is expected of him. There might be some underlying problems no one knew of before. The problem might be no one ever taught this NCO the things he needs to know. One thing I have found out is that when you get promoted everyone expects you to know the things that go with the rank right away. If no one takes the time to teach Jr NCO's the things they need to know, how can we expect them to know when they become promoted. Leadership starts at the top and works itself down. If you don't have good SNCO's don't expect to have good NCO's

Response by SSG Private RallyPoint Member made Jun 8 at 2016 10:08 PM

SSG Private RallyPoint Member — Wed, 08 Jun 2016 22:08:24 -0400

I'd do some research on him. Not only how his past performance was but when it went bad. Look at what might have brought him to a standstill in the military whether it was schooling (or lack of), peers, Authority figures, etc. Then, if no problems are found, get one on one with them and ask about the spouse, home life, after work activities, debts and suggest people or programs to help him get back on track. The Chaplain can help with some of this too or so I'm told. True some of this may be none of your business but getting a decent NCO back on track is your business.
Don't discount screw ups either. They might need a push in the right direction to bring out the best in them. Google "Jay Zeamer" or look on a CMH site and read about him and his crew of misfits. One mission got him and his crew two CMHs and a truckload of various medals. Quite entertaining.
Use this link to get to the story I mentioned.
http://www.homeofheroes.com/wings/part2/07_zeamer_sarnoski.html

Wings of Valor II- Jay Zeamer and Joseph Sarnoski

"In a tight spot you'll come out better if you grab the long chance and plow through rather than run away."

Response by Sgt Matt Chapman made Jun 9 at 2016 2:56 PM

Sgt Matt Chapman — Thu, 09 Jun 2016 14:56:06 -0400

Yes! Lead them!!! I spent 12 1/2 years as an active duty Marine infantryman. 10 1/2 as a leader in one way or another (team leader-platoon Sgt.-plt. Commander) and during that time I had to "deal" with plenty of nco's and jr. Marines that never seemed to get it right. First, hold them to the standard you expect of all nco's under you. Counsel them but only if you are making as much of an effort to train and mentor them. Handing over a negative counseling and expecting them to "fix themselves" is pointless. Show them that you actually care. As a Ssgt I'm sure you know of the different leadership styles and you SHOULD know which ones work with each individual under you. In my experience, 9 out of 10 times they weren't failing because they were too dumb. It was a failure on their immediate leadership (usually a new "cpl." Who still acted like a lcpl.) and in turn felt left out and would identify as the unit outcast. Watch how they act around peers. Are they quiet and mostly stick to themselves? Task them with things you know they can accomplish and little by little up the responsibility by adding more jr troops and more difficult tasks. And don't make it obvious that what you are doing is training and evaluating them. Some people can only learn if given the opportunity. If you simply take the lazy road and label them worthless and don't help or give out the opportunity to succeed...they will never advance past that label you have given them

Response by SGT Rosi Teresi made Jun 9 at 2016 10:43 PM

SGT Rosi Teresi — Thu, 09 Jun 2016 22:43:56 -0400

I had three of those. One who just couldn't, no matter how hard HE tried. One who wouldn't, no matter how hard I tried. And one couldn't, but did, and quite well, after some extra time and training.

Response by SSG Private RallyPoint Member made Jun 10 at 2016 3:05 PM

SSG Private RallyPoint Member — Fri, 10 Jun 2016 15:05:33 -0400

Every time I received a new NCO, problem child or other, I would always start from the beginning. Do not expect them to know what they are supposed to because you are only going to be disappointed. I always put forth everything that I suspect in writing and verbally, and let them know that I do not tolerate NCO's who do not perform. If he is a turd and cannot improve then I would recommend an NCO reduction board...had to do it once and it worked well for the NCO. Sometimes they just need to learn the hard way.