What are some original ways you have found to deal with a disrespectful/insubordinate Soldier?

2018-10-29T13:54:18-04:00

So I have a Soldier that was transferred to me some weeks ago (as the HQ "Platoon Sergeant" and training room NCO, I'm pretty much the dumping ground for Soldiers with legal issues). This Soldier already had a Company Grade AR15 in the works for 2 counts of FTR, 1 disrespect towards a Senior NCO (BDE CSM), and 1 lying to an NCO. Since being in my section, he has had multiple more FTRs, disrespect towards NCOs, failure to follow orders, and 1 case of technically being AWOL although he claims to have been in the area (CO let him go on leave before imposing his article 15, he admitted to having a Soldier sign him back in off leave, but then recanted and claims he signed in personally although no SDNCO ever saw him come in). all along he is claiming that he just wants to do his job, but that all the NCOs have it out for him and it's a race thing. So I've tried the "I'm taking rank off, this is a conversation Soldier to Soldier. What's going on, man?" approach, I've tried ass-chewings, I've counseling him, I've even sat him down and read verbatim from regulations and UCMJ to try to show him what he is doing wrong, but nothing is getting through. With the pattern of misconduct already displayed by him, a chapter is definitely going to happen, but until he's out, what are some other ways I may be able to reach him?

Response by LTC Stephan Porter made Oct 29 at 2018 2:12 PM

2018-10-29T14:12:44-04:00

First time is as non-confrontational as I can get. I try to be personal and educational. Second is a little less and third is more directive. Any beyond that will get into corrective actions (unless they are severe incidents, then the phases my start that way).

Response by CW2 Michael Bodnar made Oct 29 at 2018 2:16 PM

2018-10-29T14:16:03-04:00

Probably a lost cause at this point, some people just cannot be taught or reasoned with. Even if you put him in front of the Commander and rank, pay, and his free time is taken from him, he still might not "get it". Only thing that comes to mind is align him with a Soldier that is somewhat squared away to see if there's any influence they could have on him. Best of luck.

Response by SFC Private RallyPoint Member made Oct 29 at 2018 2:19 PM

2018-10-29T14:19:04-04:00

Pen to paper then push forward for NJP.

Response by SGT Private RallyPoint Member made Oct 29 at 2018 2:23 PM

2018-10-29T14:23:55-04:00

As CW2 Bodnar has said some people are lost causes. However maybe try doing the personal confrontation like maybe after work go to the PX and sit down in the food court. Of course after changing from uniform to civies to allow him to be comfortable and in his own environment. I know it’s a fine line between “fraternization, for a SSG to hang out with a lower rank but maybe you can find a way to work with them. Yes at the end of all of this he is ultimately out of the army. Best of luck SSG

Response by A1C Lexas Granger made Oct 29 at 2018 2:25 PM

2018-10-29T14:25:19-04:00

SSG Hackney the last approach I would take is help him to realize the effect this is going to take on his ability to get a civilian job after discharge. His ability to attain any civil service position is out the window, and if he lied to them about his service he’d spend time in jail for lying on a federal or state form. I think leveling with him is a poor approach as well as chew outs. At this point he needs to learn on his own. Inform him you are unable to help him unless he is willing to help himself. This might help him from earning under other than honorable conditions discharge.

His claims about being discriminated because of race is immature, and is race baiting. Instead go over every infraction and have him explain how he felt discriminated against and explain each case where he felt that way - why it has nothing to do with racial background.

Finally, let him know he’s facing the due process of his poor behavior and you wish him luck, as you can no longer help him to be a better soldier.

In other words drop him on his butt, and serve him paperwork as achieved. If AWOL I’m sure he’ll enjoy Leavenworth.

Much respect,

Mr. Granger

Response by 1stSgt Jeff Blovat made Oct 29 at 2018 2:31 PM

2018-10-29T14:31:13-04:00

Failure to adapt to military life. Show him a civilian job posting sight!

Response by SSG Private RallyPoint Member made Oct 29 at 2018 2:37 PM

2018-10-29T14:37:03-04:00

I recommend seeing behavioral health. There’s something underneath.

Response by SPC David S. made Oct 29 at 2018 2:44 PM

2018-10-29T14:44:21-04:00

Do you think this SM can be turned around? While I don't like cutting someone loose there is a reality that this dead weight SM will drag your whole platoon/company down. If "no" is your answer stop wasting your time and energy on the SM and chapter them out. Focus your time and energy on the ones you can save/mentor - as well set an example for other to see - Army doesn't need dead weight/BS.

Response by 1LT Private RallyPoint Member made Oct 29 at 2018 2:46 PM

2018-10-29T14:46:57-04:00

Just like everyone else has said, you’ve done what you can. Some people just cannot be reasoned with. From here on out I would document EVERYTHING. Put everything on paper, in counselings. Make it clear that he can shape up or get out. If he doesn’t learn on his own, show him the door. By documenting everything you have a paper trail to back up your claims and nothing can be denied as a he said she said type of argument.

Response by MSG Private RallyPoint Member made Oct 29 at 2018 2:50 PM

2018-10-29T14:50:08-04:00

Reading your post reminded me of a soldier who served under me in the 82d. Very similar situation as you described. Falsifying documents, FTR, making up appointments, and also claiming that Inwas after him due to his race. After his second Art. 15, I spoke with the commander to start taking his paycheck, restrict him to post, and initiated the chapter. I explained to him why, I listed all his offenses and showed him how it had nothing to do with me, it was all on things that he, and only he had control over. I told the rest of the platoon that they are not to interact with the joe. Once he lost his rank and lost half his paycheck for 60 days, he finally tried to change his ways. Was too late, discharge was approved and next thing you know, he was trying to stay in. Bottom line, continue to be fair and impartial. Let him know that you are trying to support him but there are limits. Good luck in your future endeavors, and be careful, disgruntled employees can become dangerous.

Response by 1SG Private RallyPoint Member made Oct 29 at 2018 2:55 PM

2018-10-29T14:55:50-04:00

Counsel, identify the shortcomings and/or violation of UCMJ/policy.
Ensure counseling specifically states the potential separation/UCMJ (Chapter 13/14, Court Martial), character of service (Other Than Honorable, etc.), impact on VA benefits, impact on future employment.
Identify corrective action and a reasonable time period.
Supervise corrective action.
Document whether corrective action was successful, or not. If he fails, state what action you will recommend.
Inform the Soldier the standard will not change for him, and it is not you (or COC NCO Spt Channel) against him, rather him against the standard.
Repeat as necessary. If he turns around, he has succeeded. If he doesn't, he has failed.
It may be worth the effort to contact your EEOA (or whatever title they use today), and have them have a discussion with the Soldier. It may help him see things more clearly and stop assigning blame to others.
Further, request the commander order a mental health evaluation, considering the audacity of the behavior, and in all fairness to the Soldier. Also, this demonstrates more than reasonable effort was made should the Soldier not change his behavior.
Surprised chapter proceedings haven't been started with the disrespect to BDE CSM.
Make a legitimate attempt to rehabilitate the Soldier, but document, document, document. Don't take it personal. The challenge is his.

Response by MSG Private RallyPoint Member made Oct 29 at 2018 2:57 PM

2018-10-29T14:57:45-04:00

With what you described.......Court Martial leading to a BCD. Already showed a pattern of misconduct. Everything is already penned. Clearly he doesn't care.

Response by MSG Private RallyPoint Member made Oct 29 at 2018 3:00 PM

2018-10-29T15:00:32-04:00

The Soldier may have issues within their personal life that are manifesting into the job. Try to get the Soldier and a first line leader together with you after hours to sit down and talk things out. Buy the Soldier some dinner and think of a funny joke to break the ice.

That said, I think the Soldier is a lost cause but trying once more never hurts. By no means should you handle this Soldier one on one. Always have a witness with you.

Response by Lt Col Scott Shuttleworth made Oct 29 at 2018 3:13 PM

2018-10-29T15:13:18-04:00

Gots to go...he can't be fixed. What I have done inthe past is the empty chair test. What i mean is that I put an empty chair in the office. I imagine him sitting in it and then I imagine the chair being empty. If I and the Air Force are better off one man short with an empty chair than I am with a dead weight in it then he has to go. Sounds like this may be the case. I would cut ties and get him out with a no reenlist code on his DD214.

Response by MAJ Raymond Haynes made Oct 29 at 2018 3:46 PM

2018-10-29T15:46:51-04:00

Get him laid

Response by Brad Powers made Oct 29 at 2018 3:50 PM

2018-10-29T15:50:19-04:00

I would sit him down and look him in the eye and say look you have a choice to make in life right now, you can either carry on not giving a f***, go through some rough times and then look back and regret having such a bad attitude, if you actually get a better attitude one day. Or you can look inside and motivate yourself to get on board and accept the fact that many days are not going to be perfect and none will cater to just you alone but if you can be humble and fit into a positive team environment, some days will be great to say the least.

Response by SFC Ralph E Kelley made Oct 29 at 2018 5:15 PM

2018-10-29T17:15:21-04:00

I gave a PFC practice obeying orders from his newly promoted Sargeant (it was his PFC 'buddy' that was being disrespectful to him) as he reported to various places and offices - the CQ/SDO/FOD/Mess SGT/Guard Officer/BN Arms Room Officer/Motor Officer/etc/etc - for their details. I had the Sargeant call ahead and find out who he was supposed to report to, march the PFC to the location, brief the soldier on what he needed to do, inspect the result, determine corrections and report completion to the person who gave the detail.
It gave the Sargeant practice giving orders and gave the old 'drinking buddy' the opportunity to correct his attitude. CO and 1SG were briefed on the situation but since they were both part of my platoon's attached Radar Team I couldn't split them up.
It worked but it was an interesting week.

Response by Maj John Bell made Oct 29 at 2018 5:34 PM

2018-10-29T17:34:20-04:00

I fully admit that it appears to be a different time than when I was on active duty. So what?

My standard, that I enforced with swift, and severe punishment was "Immediate, intelligent obedience." It is battlefield survival skill. A soldier who bucks authority over small stuff and requires more than your lawful order in garrison or in training, will most likely do the same in the presence of the enemy.

A Marine only got one bite at the apple when it came to disrespect, insubordination, false official statements and/or willful failure to carry out a lawful order. Your chain of command is failing you and failing ALL the good soldiers entrusted to their care. But it is, what it is. So let's deal with the reality of your situation.

A caution to you... never take off your rank or say you have. You worked hard to get that rank. In my book a leader who volunteers to set his/her rank down, should have to earn it back. Mentoring and having heart to heart conversations doesn't necessitate abandonment of rank, even temporarily. You are reinforcing that seniors don't have the welfare of their subordinates properly prioritized.

Now on to your question. Scour the command for crap details, that are actual necessities. Never give a soldier "busy work" as a punishment. Select an appropriate sized detail to accomplish it, those with bad attitudes may not have figured it out, but they are volunteering for said details. If they ask why you are always picking on them, tell them why. If they complain it is unfair, let them know it is unfair that they get they draw pay for less than their best, so you are "evening things out."

Assign the task, and make sure that when they are dismissed from the regular unit work to start on the crap detail, there is not time to complete it before the the rest of the unit secures. About an hour or two extra should be about right. Then be a leader and stick around and personally supervise the after hours work. NEVER, NEVER, NEVER give an order you won't personally enforce. NEVER, NEVER, NEVER allow personal convenience to postpone justice.

If your chain of command tells you, "you are too hard." Tell them that your standard is immediate, intelligent obedience:
_that you are not receiving that,
_that you are addressing that lack of immediate intelligent obedience,
_that you are not being supported by the chain of command, and
_that the chain of command's indifference to is breeding contempt for authority.

Stand your ground until you receive an explicit order to "give it up." Comply, but request an open door conference with their superior. If necessary, keep bumping it up until you get to the CG. Crap leaders is not a pack with which you choose to run.

Response by CWO3 Private RallyPoint Member made Oct 29 at 2018 6:51 PM

2018-10-29T18:51:23-04:00

Peer pressure sometimes works.

Response by MAJ Ken Landgren made Oct 29 at 2018 8:05 PM

2018-10-29T20:05:48-04:00

I wish we can use some old army punishments.

Response by LTC Jason Mackay made Oct 29 at 2018 8:20 PM

2018-10-29T20:20:00-04:00

Here is your chapter, orders, strip map to the front gate, and ham sandwich. Have a nice life.

Once you have taken everything, the impact you can have is their time. Unfortunately it's punishment for leaders to supervise. Once the chapter drops, you can have the conversation: look, you are gone, this can be easy or it can be hard. It's up to you. Act like a knucklehead, prepare for more extra duty and corrective training than you know what to do with. Act like a soldier and salvage some honor by doing what you are supposed to do, no problems, and I'll ensure you are outprocessed efficiently as possible. (He'll be escorted anyway...)

Response by 1SG Todd Sullivan made Oct 29 at 2018 9:04 PM

2018-10-29T21:04:29-04:00

Pretty simple really, he has had UJMC and
Counseling, shows the pattern of misconduct... so, it is up to you, spend 10% of your time with the 90% that are squared away, and 90% of your time with the 10% that are knuckle heads.. if you would rather spend your time training, coaching, and mentoring the majority that have it together, then put it on paper and go for the chapter if he wants to fight it he can get a first hand lesson in how a court martial goes. One big problem when I left service is people (not saying you) were taking way to long to get rid of the cancers in their units 3 strikes your out not 103.. just my opinion. Good luck be interested to hear how it turns out.

Response by SPC Henry Francis made Oct 29 at 2018 10:01 PM

2018-10-29T22:01:48-04:00

If the chapter is set in stone there is not much to offer. If it could be avoided perhaps showing him the ghost of Christmas Future would help him to avoid the destruction he is doing to himself. Perhaps there is someone who has experienced what he is heading towards who can help you make it past his ignorance. I like redemption stories but some just refuse to receive it.

How old is this troop? How long has he been in? If he exhibits immaturity as a significant factor he might be able to be reached without too much effort. Ask him if there are any NCOs (E-6 or higher) that have impressed him. If so, ask that NCO to talk with him and warn him of what's he's in for.

This subject is one I have a keen interest in, After 2 years of service I was just a week beyond my 19th birthday and an E-4 who had earned the EIB and had letters of commendation from my chain of command echoing one the Commander in charge of that summer's class of ROTC cadets for outstanding performance instructing cadets in the use of range cards with the crew served M-60. Less than three months after that I was given a General Discharge (under honorable conditions) for "Apathy and lack of appropriate interest"... and that was true! My battalion Cmdr was sorely upset that he could not make it a bad conduct discharge "because his hands were tied". I was immature, ignorant, and could not see the forest for the trees. If I had not been given a re-enlistment code of RE-4 I would have worked to get back in after I figured out what was wrong with me and corrected it. As it was, I was relieved to be getting out when I did (1974). That may be how this one goes but if he can see what's coming and the benefit it would be for him to correct himself he just might make a good soldier.

If so, that shouldn't take any more than listening to an NCO he respects and admires. If he can't name any then he'll just have to learn the hard way I guess. There were some NCO's I did not respect. I was not overt in my disrespect or I might have gotten a BCD but my disrespect manifested itself in my general attitude. Had I been more mature I would have understood that they deserved my respect and it was not my prerogative to withhold it. I had some NCOs that I greatly respected who I think I would have listened to and could have set me on the right course but I didn't ask them and they didn't know that I thought so highly of them.

It might help for me to share that God got hold of me after I was discharged. I literally had a "come to Jesus" moment when I learned that I and my sin was the only problem I had and I was worse than even the affidavits supporting my discharge said I was. If this troop has any belief in God, send him to see the chaplain (one that believes in sin and redemption). The chaplain might also be able to get through to him, In any case, he needs to know the truth about himself and what will happen if he doesn't straighten up and do it immediately. That is, provided the command is willing to give him another chance (and he says that's what he wants). If so, he has to know it will be "sudden death" if he screws up again and the only way to prove his sincerity is to NOT screw up again.

Response by SSG Brian G. made Oct 29 at 2018 11:19 PM

2018-10-29T23:19:30-04:00

Respectfully, with his history he may just be a lost cause for you and the Army. Sucks to say it but sometimes that is the case. Not everyone can be saved or rehabilitated. That said you bird dog him with two soldiers that are squared away. You give him some task that if failed does not impact the mission, readiness or morale. Basically you give the warm body something meaningless to do and keep him occupied where he cannot further screw up and you do your best to fast track a chapter.

Response by CPO Robert Peirce made Oct 30 at 2018 12:43 AM

2018-10-30T00:43:04-04:00

Old school

Response by SGT Stan Setliff made Oct 30 at 2018 6:06 AM

2018-10-30T06:06:48-04:00

I know that it was a different Army, back in my time, ('83-'87) I had the same problem. And the race card was played. Every option had been tried by other NCO's, and nothing had worked. Then the "this unit is prejudice to xxx... " statement. I took him to Top, and immediately (same race). Top took him to Bn Cmdr. (Same race). He was charged with slanderous of a unit and was cleared in 3 days with MP escort. Fastest exit I ever witnessed. LT Col Shuttleworth is dead on. Gots to go.

Response by TSgt David Holman made Oct 30 at 2018 11:06 AM

2018-10-30T11:06:21-04:00

Civilian below the zone?... Make sure he knows how to say "Would you like fries with that"?

Response by MAJ Private RallyPoint Member made Oct 30 at 2018 12:58 PM

2018-10-30T12:58:16-04:00

have him teach a class on what is disrespect and insubordination. That's the only one I haven't seen so far. You've done all the right things so far.

Response by SFC Private RallyPoint Member made Oct 30 at 2018 3:39 PM

2018-10-30T15:39:54-04:00

Just keep documenting everything. Lost cause at this point. Worry about the soldiers that actually want to do the right thing.

Response by SSG Robert Perrotto made Oct 31 at 2018 1:19 PM

2018-10-31T13:19:29-04:00

is all this on paper? if so, talk to your 1SG and Commander, and start the chapter. Seems to me there is multiple instances of infractions that clearly prove that what this SM claims, and what he wants, are two different things.

Response by GySgt Kenneth Pepper made Oct 31 at 2018 3:44 PM

2018-10-31T15:44:51-04:00

I applaud you for your attempts to mentor this kid, but you gotta let him go. You can't save all of them. Chances are he was damaged goods from the beginning. You only thing you can do now is try to keep him from spreading the cancer.
With you having the unfortunate task of handling a platoon full of trouble children, it is important to keep him from contaminating the ones that could possibly turn themselves around.
Let him be the bright shining example of how bad things can get if you don't get your head out of your ass. Every shit detail that comes along should land squarely in his lap until he is processed.
BZ for trying.

Response by SFC Private RallyPoint Member made Oct 31 at 2018 5:08 PM

2018-10-31T17:08:25-04:00

I work at a BCT location as an LNO and there isn't anything else you could do. Just record his infractions until his discharge action is complete and make sure he is coded properly so he can't re-enlist. If time is on your side, he may be a good candidate for chapter 14 IAW ar 635-200.

Response by Rachel Sirman made Nov 3 at 2018 7:10 AM

2018-11-03T07:10:48-04:00

If he genuinely believes its a race thing ask them if it was a race thing. Casually say something disrespectful about him and im sure at least one will go along with it and you can weed out that problem. If hes just using it as an excuse and you know that tell him to suck it up cause its just gonna get worse in the Arab lands and theyll probably target him specifically because he stands out and he should get better target practice because hes off point.

Response by LTC Private RallyPoint Member made Nov 4 at 2018 7:49 AM

2018-11-04T07:49:41-05:00

Clearly the decision to chapter this substandard performer is complete...now how do you approach this issue while the paperwork goes through the bureaucracy.

Questions: What does the Soldier value that you control? Time off / away from the office? Personal space? Recognition? Responsiblity?
Does the Soldier recognize you as an authority with the ability to reward and punish?
Is the Soldier married, kids, or in the barracks?

Once you answer these questions, you need to understand what motivates the Soldier....clearly letting him go on leave, slide past AWOL status, and otherwise undermine authority is detrimental to future Influence attempts.
For motivation...some are temporarily motivated by punishment...most are motivated by a challenge. Send me a note and we can discuss more.

Response by CPL Private RallyPoint Member made Nov 6 at 2018 5:16 PM

2018-11-06T17:16:56-05:00

try doing it old school you another nco and him after hours no one else wood line training for about 3or4 hours if this wont fix the problem he will ask for transfor or ask to be put out

Response by SN Richard Bonilla made Nov 17 at 2018 9:18 AM

2018-11-17T09:18:01-05:00

buddy him with someone who has their shit together ++ good luck !!

Response by CWO4 Jerry Place made Nov 18 at 2018 11:38 AM

2018-11-18T11:38:15-05:00

Many here may be jumping the gun to shitcan this soldier. Keep in mind that the Army has committed considerable time and treasure in recruiting him, training him and equipping him. In the Old Corps, we would have an informal "counseling" session with the Marine in question conducted by several NCOs carefully supervised by the company gunny. In essence, the NCOs would hold a closely-supervised thump call on the malefactor. In many cases that solved the problem. If it does not in this case, there is always the formal route to get rid of the soldier.

I'm not sure this is possible in today's military -- I've been retired for over 20 years, but "informal counseling" was an important tool in my days and it was used carefully and sparingly.

Response by SFC Bill Kurtz made Dec 16 at 2018 11:36 AM

2018-12-16T11:36:38-05:00

I know it’s not legal, but in the 70’s an ass whipping helped. Short of that, get his chapter fast tracked.

Response by LtCol David Weber made Dec 29 at 2018 7:31 AM

2018-12-29T07:31:25-05:00

I concur with previous advice about separating him. Disrespect and disobedience over minor events do not bode well for the “instant obedience” needed for combat. The military needs to train like they fight. If he didn’t learn after the first two chances, he isn’t worth the risk.

Response by LTC Private RallyPoint Member made Dec 31 at 2018 9:47 AM

2018-12-31T09:47:51-05:00

I had a lot of experience with this as an E-5. In fact, I like to say that I learned most if not everything I ever learned about leadership as an E-5 squad leader. I had developed a reputation as a turd polisher, private whisperer, whatever you call it - my squad was the last chance for a lot of soldiers in my airborne infantry comm platoon. I say to you, sadly, that this fellow as you describe is probably gone. You can (and should) only do so much. I found that spending too much time on soldiers who do not respond to disciplinary measures cheats other soldiers who are doing their jobs and wastes your time as a leader. It can damage your credibility as an officer or NCO. I still had an affinity for the bad boys after I got commissioned, because a lot of these guys are not really bad. They are sometimes high-spirited fighters who are victims of toxic and stupid leadership that didn't know how to get them to focus. You often can teach this type self-discipline and get them on track. Like MAJ Bell said, never take your rank off. They need for you to be in charge, and they need to see that not everyone with rank is the enemy. However, as they say - you can't fix stupid. Outline the standards, map out what the soldier has to do to get on track, make sure they understand why they are being punished, and cut them away if they can't get it.

Response by Maj Private RallyPoint Member made Dec 31 at 2018 10:49 AM

2018-12-31T10:49:24-05:00

As for the "it's a race thing", when I was at COT, one of my flightmates said "Nope. I hate everybody equally". I thought it was a great response!

Response by PO1 Richard Nyberg made Jan 6 at 2019 7:42 PM

2019-01-06T19:42:49-05:00

Back in the 60's and 70's disrespectful subordinates spent a lot of time on KP duty

Response by SSG Brian Wilber made Jan 8 at 2019 10:04 PM

2019-01-08T22:04:58-05:00

Army Regulation 635–200, Chapter 14 Separation for Misconduct, paragraph b Pattern of Misconduct. I'd rather my team work shorthanded than carry dead weight.

Response by COL Jon Lopey made Jan 18 at 2019 6:59 PM

2019-01-18T18:59:21-05:00

SSG: I have to commend you for asking and for dealing with this issue using various techniques. It is difficult when a Soldier is at least intermittently dishonest and doesn't want to cooperate and live up to the code we all ascribe to as leaders. I suggest checking his personnel file very closely to see if there are any clues why he is recalcitrant. His previous commander or other leaders may have some clues. This Soldier appears to have a personality disorder of some type, which may require a trip to a health care professional. Sometimes a good chaplain can work wonders. I would try one more sit-down and perhaps a well-respected 1SG or CSM could help as well. Sometimes a hard-hitting Article 15 with the Company Commander can work. Sometimes you can find something that will interest the Soldier as a work task, which could help. Appealing to his sense of duty and pointing out the advantages of fulfilling his enlistment obligation could help. He may have substance abuse, family, or medical issues you are unaware of and these are worth checking out. If he is accusing the chain of invoking the race issue, I have in the past used a respected NCO or officer of the same race to relate to the Soldier. It sounds like you have tried every reasonable measure to assist the Soldier. In the final analysis, we owe it to our subordinates to help them and to take good care of them but not at the expense of the unit mission, readiness, and others impacted by such behavior. Some people unfortunately join the military without the skill sets and moral or ethical qualities to follow the rules and fulfill their sacred oath to do their jobs and obey orders of those appointed over them. We have the best military in history and we don't need to retain people that are consistently unwilling to do their duty after reasonable efforts to help them and mitigate their shortfalls. I was in the service during the Viet Nam Era and although we had some great service members and leaders then, we had more challenges than we do now. Generally, we get quality people but as you know, we also inherit all of the baggage that accompanies otherwise qualified recruits. Thank you for being a good NCO and caring enough for this Soldier to go the "extra mile." COL L

Response by SFC Tom Crenshaw made Sep 15 at 2019 3:50 PM

2019-09-15T15:50:12-04:00

A attention getter..
Simple old school. Turn your attention to his colleagues, anyone hanging with him... Find them something to do... Everytime. Advise them you are protecting them from a bad influence and until they can make better decisions that you will continue to do your job.

Response by SPC Michael Pellegrino made Oct 16 at 2019 9:19 PM

2019-10-16T21:19:59-04:00

Insubordination is an Article 15 offense...at least it was....this is where leadership enters the discussion with this reject....i believe in the 3 stage rule.....you may find nothing will help this person no matter what he may not like you and that's too bad....tell him its time to grow up sonny!!!!!end of story!!!!