Posted on Jan 5, 2015
Leadership Dilemmas: If you were me, what would you have done? (PART 2)
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Here is the Part 2 conclusion to my first post entitled “Leadership Dilemmas: If you were me, what would you have done? (PART 1)” which can be found at this thread: https://www.rallypoint.com/answers/leadership-dilemmas-if-you-were-me-what-would-you-have-done-part-1
// CONCLUSION BELOW //
…Upon recognizing Sergeant Jones’ unfortunate trend, I preempted his removal from Alpha Company by reporting to my commander and taking full responsibility for working directly with Sergeant Jones. Over the next four months, I addressed Sergeant Jones’ personal and professional challenges by focusing him on positive future opportunities through which he could prove himself a loving husband and motivated soldier. I convinced my commander to allow Sergeant Jones and his wife to attend marriage counseling during duty hours, promising that I would work one-on-one with him in the evening to improve his job competence.
By showing Sergeant Jones that I was sincerely concerned about him, I was able to build a foundation of trust with him that proved vital to developing his on-the-job performance. Sergeant Jones’ life gradually reached a positive balance, and he proved himself one of the most reliable and hard-working soldiers in my platoon during our Iraq deployment.
** RallyPoint members: What actions of mine did you agree with, and what else would you have done differently? **
//
Tag: SGM Matthew Quick 1SG Steven Stankovich SFC Mark Merino SSG Laureano Pabon LTC Jason Strickland SSG Robert Burns SSG Scott Williams SSG V. Michelle Woods CPT (Join to see) Col (Join to see) Capt Brandon Charters SSgt Gregory Guina CMSgt James Nolan 1SG (Join to see) SSG (Join to see) 1LT John Martin TSgt Joshua Copeland 1SG (Join to see) SFC William Swartz Jr SFC (Join to see) Cpl (Join to see) SFC (Join to see) SGT Thomas Lucken SGT Richard H. MAJ (Join to see) SGM Charles Brainard CPT Gregory Wagoner CMSgt James Nolan SFC (Join to see) SCPO (Join to see) MSG Wade Huffman SSG (Join to see) SFC (Join to see) SPC Brian Aranda Cpl (Join to see) 1SG (Join to see) SFC(P) (Join to see) MAJ (Join to see) SFC William Swartz Jr SFC (Join to see) 1LT John Martin A1C Nathanial Snyder MSgt Allan Folsom CMDCM Gene Treants CWO2 (Join to see) LCpl Russell Velzen LTC Paul Labrador MSgt Allan Folsom CWO4 (Join to see) SGT Chris Stock SSG Justin McCoy CPT Michael Barden SSgt Alexander Ingram SGT Richard H. CMSgt James Nolan COL Steve Maranian SSG V. Michelle Woods SMSgt Minister Gerald A. Thomas SSG Peter Muse MSG Sean Hayes MAJ (Join to see) SPC(P) Micah Lavigne SFC(P) (Join to see) SFC Dr. Joseph Finck, BS, MA, DSS 1LT (Join to see) SFC (Join to see)
// CONCLUSION BELOW //
…Upon recognizing Sergeant Jones’ unfortunate trend, I preempted his removal from Alpha Company by reporting to my commander and taking full responsibility for working directly with Sergeant Jones. Over the next four months, I addressed Sergeant Jones’ personal and professional challenges by focusing him on positive future opportunities through which he could prove himself a loving husband and motivated soldier. I convinced my commander to allow Sergeant Jones and his wife to attend marriage counseling during duty hours, promising that I would work one-on-one with him in the evening to improve his job competence.
By showing Sergeant Jones that I was sincerely concerned about him, I was able to build a foundation of trust with him that proved vital to developing his on-the-job performance. Sergeant Jones’ life gradually reached a positive balance, and he proved himself one of the most reliable and hard-working soldiers in my platoon during our Iraq deployment.
** RallyPoint members: What actions of mine did you agree with, and what else would you have done differently? **
//
Tag: SGM Matthew Quick 1SG Steven Stankovich SFC Mark Merino SSG Laureano Pabon LTC Jason Strickland SSG Robert Burns SSG Scott Williams SSG V. Michelle Woods CPT (Join to see) Col (Join to see) Capt Brandon Charters SSgt Gregory Guina CMSgt James Nolan 1SG (Join to see) SSG (Join to see) 1LT John Martin TSgt Joshua Copeland 1SG (Join to see) SFC William Swartz Jr SFC (Join to see) Cpl (Join to see) SFC (Join to see) SGT Thomas Lucken SGT Richard H. MAJ (Join to see) SGM Charles Brainard CPT Gregory Wagoner CMSgt James Nolan SFC (Join to see) SCPO (Join to see) MSG Wade Huffman SSG (Join to see) SFC (Join to see) SPC Brian Aranda Cpl (Join to see) 1SG (Join to see) SFC(P) (Join to see) MAJ (Join to see) SFC William Swartz Jr SFC (Join to see) 1LT John Martin A1C Nathanial Snyder MSgt Allan Folsom CMDCM Gene Treants CWO2 (Join to see) LCpl Russell Velzen LTC Paul Labrador MSgt Allan Folsom CWO4 (Join to see) SGT Chris Stock SSG Justin McCoy CPT Michael Barden SSgt Alexander Ingram SGT Richard H. CMSgt James Nolan COL Steve Maranian SSG V. Michelle Woods SMSgt Minister Gerald A. Thomas SSG Peter Muse MSG Sean Hayes MAJ (Join to see) SPC(P) Micah Lavigne SFC(P) (Join to see) SFC Dr. Joseph Finck, BS, MA, DSS 1LT (Join to see) SFC (Join to see)
Posted in these groups: 
Leadership
Values
Leadership Values
Posted 11 y ago
Responses: 18
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CPT Aaron Kletzing Sir, I have commented on some, not all of the responses. I think that by stepping in, you turned a lump of coal into a diamond. And that is one of the things that I talk about with my folks "make me diamonds". To me the key point is that in salvaging and turning someone around, what happens is that a NCO who has experienced CRAP, evolves, and hopefully repeats the solid learned lesson and passes that on to future troops. It is always awesome to see a "turnaround".
Not that you need to hear it, but outstanding.
Not that you need to hear it, but outstanding.
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You sir remind me of the type of leadership demonstrated in the movie "We were soldiers" and promoted by Lieutenant General Hal Moore.
Strong leaders turn those around them into strong leaders!
All the way with pride sir!
Strong leaders turn those around them into strong leaders!
All the way with pride sir!
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I'm glad it turned out well sir, and it's great to show such sincere concern for your soldiers.
How did your NCOs feel about the end result? Did they feel you undermined them or did they feel it was a good learning experience? I could see it going either way so I'm curious as to their response.
I feel like this situation could positively or negatively impact many leaders in your previous company.
How did your NCOs feel about the end result? Did they feel you undermined them or did they feel it was a good learning experience? I could see it going either way so I'm curious as to their response.
I feel like this situation could positively or negatively impact many leaders in your previous company.
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CPT Aaron Kletzing Sir, your results speak volumes. In the end, you individual attention and depicting of caring changed this Soldiers personal and professional outlook. In my humble opinion, there is no greater definition of a leader. Great job sir!
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You did a great job Sir. I would have also included the SNCO's to understand your logic and to give them the proper mentoring that it took to get SGT Jones motivated. I believe the actions that you took should have been initiated by the SNCO core. If an officer has to get that far down into the weeds, then it is obvious that our SNCO's are not taking care of their people the way we should. I think I would have invited (voluntold) a few SNCO's to your after hour mentor sessions to give them a better understanding of what you required from them as leaders.
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Well done and handled correctly, Sir. I wish your NCOs had done it this way rather than trying to pass him off as a problem for someone else, but you saved a good Soldier. Once again, well done.
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I think you did the right thing Sir. Too many times we allow actions to become so great that the only response is to force the SM out or try to make them someone else's problem. As leaders our job is just that, to lead. We have to take care of our troops, in every way possible.
I just don't understand though why it got to that point, where was his leadership when it started for it to have gotten to the point that it was at. His issues should have been rectified prior to getting to the point where those options even existed.
Too many times do we, as leaders, see an issue that can be resolved, and don't do anything about it, until it is too late.
I just don't understand though why it got to that point, where was his leadership when it started for it to have gotten to the point that it was at. His issues should have been rectified prior to getting to the point where those options even existed.
Too many times do we, as leaders, see an issue that can be resolved, and don't do anything about it, until it is too late.
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