Posted on Mar 15, 2016
Should I report unprofessional behavior through the Chain of Command or an IG complaint?
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NOTE: Member wished to be disassociated from this subject so it has been reposted here with the original comments.
Thank you,
-RP Staff
Recently was involved in an one way exchange with a CPT in which she directed towards a Senior NCO (SFC) in a derogatory, belittling and denigrating expressing her personal feelings toward such SFC. Since this is to get get a general consensus of what should be done, I would like to leave out names and places out but can include that the CPT's comments towards the SFC included: "you are a sorry a$$ excuse of an NCO", " you are the biggest piece of $hit I know" and continued to go on not just about such Senior NCO but included the family members.
Considering that if this was a lower to an NCO doing this, the Soldier would be crucified. If this was an NCO to an officer?, someone would be out of a job.
I heard one day that the moment you lose your bearing you lost the argument. So the SFC did the right thing by keeping professionally quiet and bringing up to the supervisor. Situation is now: such CPT has gone around telling Soldiers how "she ripped in to this SFC with a grin"...
What would be some appropriate ways to handle this situation?
Thank you,
-RP Staff
Recently was involved in an one way exchange with a CPT in which she directed towards a Senior NCO (SFC) in a derogatory, belittling and denigrating expressing her personal feelings toward such SFC. Since this is to get get a general consensus of what should be done, I would like to leave out names and places out but can include that the CPT's comments towards the SFC included: "you are a sorry a$$ excuse of an NCO", " you are the biggest piece of $hit I know" and continued to go on not just about such Senior NCO but included the family members.
Considering that if this was a lower to an NCO doing this, the Soldier would be crucified. If this was an NCO to an officer?, someone would be out of a job.
I heard one day that the moment you lose your bearing you lost the argument. So the SFC did the right thing by keeping professionally quiet and bringing up to the supervisor. Situation is now: such CPT has gone around telling Soldiers how "she ripped in to this SFC with a grin"...
What would be some appropriate ways to handle this situation?
Chain of Command
JAG
Posted 8 y ago
Responses: 259
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I would always try Chain of Command first. SFC needs to document the incident and bring it up his own chain, with a request to meet with CPT's chain in order to settle this professionally. SFC must admit up front any wrongdoing or culpability in the situation. This does two things: Shows his own professionalism/sense of accountability, and gives his story credibility. SFC needs his SGM or commander along for the meeting with CPT's CoC, but it will get settled there. And due to the unprofessional and ugly family comments by CPT, it will not go well for her once the meeting breaks. I would save IG for when the CoC fails.
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SFC (Join to see)
If I had been the SFC, I would have taken the officer into a more private space and told her what was what. Like: "If you ever speak to or about me that way in front of my soldiers/peers/family, so help me God, you and I will be going to see the Old Man. If you have an issue with me, tell me, not everyone else. Do you understand me Captain?"
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Let me play devil's advocate for a moment.
Let's just say that the Captain was correct in her assessment that the SFC was not up to par. It does happen. There are ways to deal with it.
1. This is 1SG business, pure and simple. It becomes officer business when it is time to execute on decision-making, but counseling, fixing, and if necessary dressing down a Senior NCO is NCO business. It is done in private and it is done professionally. The NCO in question didn't stop performing overnight, and if he did there is likely a reason why.
2. Breaking down someone in front of others is generally out of bounds. It should only be done if the infraction was public and even then only sparingly.
3. The family is off-limits. I can't imagine a scenario where this is even close to within bounds.
4. Talking about it like she's some kind of tough guy shows that there is a very real problem with her and her style. She wants to be in charge, but what she just did is divide the formation.
The correct course of action in this instance now that the horse is out of the barn is to get the NCO support channel engaged. No mention is made, but I am stunned that the First Sergeant let this go by and is tolerating this. I think the Sergeant Major needs to get involved.
Let's just say that the Captain was correct in her assessment that the SFC was not up to par. It does happen. There are ways to deal with it.
1. This is 1SG business, pure and simple. It becomes officer business when it is time to execute on decision-making, but counseling, fixing, and if necessary dressing down a Senior NCO is NCO business. It is done in private and it is done professionally. The NCO in question didn't stop performing overnight, and if he did there is likely a reason why.
2. Breaking down someone in front of others is generally out of bounds. It should only be done if the infraction was public and even then only sparingly.
3. The family is off-limits. I can't imagine a scenario where this is even close to within bounds.
4. Talking about it like she's some kind of tough guy shows that there is a very real problem with her and her style. She wants to be in charge, but what she just did is divide the formation.
The correct course of action in this instance now that the horse is out of the barn is to get the NCO support channel engaged. No mention is made, but I am stunned that the First Sergeant let this go by and is tolerating this. I think the Sergeant Major needs to get involved.
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1SG (Join to see)
Had a MAJ say once that there is no such thing as "NCO business", it is my business. Is this the "new breed" of officers?
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1SG (Join to see)
1SG (Join to see) - "Officers of my unit will have maximum time to accomplish their duties. They will not have to accomplish mine."
In a situation such as the Major you mentioned, disciplined initiative to solve issues at the appropriate and lowest level will keep the Major in his lane.
Once they become aware of an issue, a natural tendency of a leader is to get engaged, so he isn't wrong, either.
In a situation such as the Major you mentioned, disciplined initiative to solve issues at the appropriate and lowest level will keep the Major in his lane.
Once they become aware of an issue, a natural tendency of a leader is to get engaged, so he isn't wrong, either.
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"Praise in public, criticize in private." A good code to live by.
Chain of command first.
IG second.
Chain of command first.
IG second.
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Maj James Tippins
SFC Thomas Twigg - Agree with you, but if it had been done in private, both sides would have had a chance to retrace their steps if they had cooled off a bit.
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SMSgt Lawrence McCarter
Also Major most Management courses suggest exactly what You said, Praise in public criticize in private. Something I learned also from a Supervisor I had at Hanscom AFB, MA and saw how well it worked. He took care of things and there was never any question He was in charge but He had our respect and We wanted to do things to the best of our abilities. His management skills encouraged that. I made a good team. Though My own advancement in rank I always thought of Him and I think He had more positive influence on Me than any other human being I have ever met. He was the textbook perfect example of a great manager in My opinion !
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