Posted on Apr 9, 2017
MAJ Telecommunications Systems Engineer
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Some officers are meant to command and lead, and others probably should never be allowed the opportunity. I'm a witness to the case of an ousted ex-commander now working as a staff-O "leading" a highly technical department - his lack of technical competence and inability to mentor and lead others is obvious. Should such an officer be "encouraged" to separate or retire early to make room?
Posted in these groups: 200210106b CommandGeneral of the army rank insignia OfficerDod color DoD
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Sgt Dale Briggs
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Have to say in my short stint in the military the officers were about invisible and they didn’t lead shit. The Sr NCOs ran the units, their word was law and they were there every day, hell you might see your Plt Commander once in a blue moon, really no idea what he did, and Top ran the show. You needed something you went to Top or you went to the Gunny, most officers just stayed away.
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1SG Leroy Lucero
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They should be retss as ined and given another chance if they meet certain criteria.
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SFC Melvin Brandenburg
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I think there is a place for every skill set except for those who lack integrity.
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LTC David Howard
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Being relieved of command was once a common tool used in the military to quickly replace a non effective leader. It was not career ending, and because of that, was used often and effectively. Some of our most famous and capable military leaders, such as U.S. Grant, had been relieved of command at one time or another. In more current times, the action of relief was the "kiss of death" for an officer, and therefore superiors were hesitant to use that tool except for the most egregious incompetence. But being relieved of command does not mean that the individual was a total failure as an officer, only that he failed in that particular situation. Failure may not be due to technical incompetence, or inability to lead. Some like Gen. George McClellan, was loved and admired by the troops, was credited with enormous skill in the assembling, training and equipping of the larges army ever put together to that time in the country, but whose hesitancy to attack the enemy due to his constant over estimation of enemy strength finally led to President Lincoln relieving him. And this ended up happening more than once. Up until and including WWII, commanders were relieved when just not getting the job done, but often contributed in other ways, or even in command again, to help us win the war.
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LTJG Richard Bruce
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I realized by career was over when I didn't get a second at-sea billet. Too many JO's and not enough jobs. My ship's Captain didn't get the HQ assignment he wanted. Needed it to be considered for Admiral. The Up-or-Out system does not allow stagnation. Staff jobs are not designed to have officers homestead, but to allow senior officers to evaluate command potential. There are openings for specialists in a civilian role. I'm waiting to hear about a civilian intel I applied for last week.
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TSgt Robert A Nichols
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I said that the reason that caused the being relieved, must be look into first. Having saying that, no that person has showed can’t be trusted to handle the power that come with command.
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SGT Lenise Hamilton
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Depending upon the circumstances, If lives were lost unecessarly, they should be (CM) Court Martialed and booted out ASAP. If they are just incompetent/total Rag-Bag, nine times out of ten, they are thrown somewhere in a dusty desk drawer and always given another assignment else-where.. As the saying goes out-of sight/out-of mine.
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1SG Michael Farrell
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The bad part of those riffs was that a lot of great soldiers were screwed. On the other hand, a lot of those former officers were placed in their old ranks or in Warrant officer positions. Lots of great soldiers stayed on active duty and were great mentors for the rest of us.
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1SG Michael Farrell
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My first 1SG assignment let me experience the sort of hell that John Wayne and Ward Bond played in Fort Apache...except my CO lied, was paranoid, deranged and possibly sociopathic. Screwed me over with a miserable SEER, but it made it possible for me to taking my diamonds back every chance I got. Realizing that I'd been screwed over, a couple of CSMs got to let me see one of the senior raters comments. "Do not assign this officer to lead soldiers again." He was SERBED, and landed a position in HS ROTC. And, given our branch specificity, heard he was and still be an effective ROTC trainer...

So, I learned a few things that were really tough love. One thing was that if you focused on the problem in the relief documents and evaluations, and take the time to do it right, the Army will listen. And Karma is not so much a bitch as it is and can be a resolution.
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1SG Robert Rush
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I have had a few soldiers promoted to the rank of SGT, E-5 because of their performance. After a period of time, they could not preform in a leadership position. I monitored each individual's chain of command, Squad Leader and Platoon Sergeant to insure he was getting good leadership training for the position he was in. When it can apparent to his chain and myself that he was not ready to be a leader, I would ask him to voluntary step back because he was not ready for that position. I did not pressure the individual, we talked and he would give up that position and rank. I never had to take his rank. As far as what you are talking about, hare the Army Regulations!
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