Posted on Aug 26, 2021
What is the best way to deal with Incompetence above you?
2.24K
17
10
2
2
0
I'm sure this isn't a new question, but I cannot seem to find a decent answer anywhere else. Pardon the rambling, and the occasionally jumbled wording:
As a junior NCO, how can I affect change in my chain of command, especially if I am treated like a fungus by that same chain? Mind you, this issue is not the company level, it is the platoon and squad level. At what point is it okay that I have to consistently bypass my squad leader to get information? At what point is it okay that I have to do the same at the platoon level? Is there a process in place that I am just unaware of, where I as a junior NCO am allowed to go outside of the current chain to get satisfaction in the disputes between myself and my immediate leadership? The only reason I am even showing up anymore is because I don't want to put my team in a bad position, nobody else seems capable/interested in fighting for them, but I am not sure I can keep this up. Any guidance would be appreciated, because I am at a loss.
EDIT: I should have provided clarification on some of these issues. Below is a copy/paste of the context.
An e6 that I deployed with (when I was an e2 at the time) who was removed from the fob the unit was at within a week of arriving there to be sent back to KAF to be the assistant of an e4, who (reportedly) used a 5 year old route that led the return convoy (several months later) back to an ANA checkpoint. Whom has no idea the scope of his command, nor any idea about the equipment he is purports himself to be an expert in (Flipping the battery switch of a running m983 and being surprised when it shuts down for example). Whom refused to provide any useful guidance to a junior NCO in helping come up with an amicable solution to the discipline problems amongst the lower enlisted, and in fact tried to discipline his junior NCO's for enforcing uniform standards amongst the lower ranks. For instance, when a soldier tried to start a fight with a range safety on a hot range, and then left post against direct orders not to, to acquire alcohol, all of that was swept under the rug by this e6 (and a few other senior NCO's). This soldier is now up for promotion, and others involved have already been pushed up into NCO slots, despite their flagrant disregard for orders, military bearing, and common decency to not try and party in the open bays when everyone had to be up early for movement...That they all predictably missed.
I rejoined the unit as a corporal, and that was my first taste of being an NCO. Fast forward a few drills, and I was told I had no soldiers under my command, they were moved to someone 'more fitting' and I had no say in it. Which was fine, I was about to go to BLC and would be out of pocket for a while anyway. I get back and I am asked why I haven't called up my joes. Understandably I was confused, come to find out I was given the AWOL troops, and was expected to do the paperwork involved, with no guidance on what the paperwork was, or where to look.
As far as a fungus, kept in the dark and fed feces. All the information provided by this e6 is usually outdated, or flat out wrong. IF he decides to pass anything down remotely usefufl in the least. Being stuck driving the bus for weapons qual in FLW is not something I mind, but never being told where I need to go, how to get there, who my point of contact is, or who I need to pick up/drop off, nor meal times, nor any hit times at all, is somewhat frustrating.
I have received platitudes from full timers about how the situation will be dealt with, and made it very clear after utilizing the open door policy of my First Sergeant (Whom I have a great deal of respect for) and how changes are in the works, but nothing has changed. Not a single thing has changed.
During the period of Remote Drills we were to complete, I was often marked as absent, even if I was there and participating, because I was attending a civilian school at the time. The school was not one I could miss days of, as it was mostly practical testing and demonstrations. This was communicated clearly at the beginning of the year, yet I was pulled aside by my platoon leader and platoon sergeant and was put in the unsat group for 'failure to attend' on multiple drills. Despite this being VERY clearly explained prior to my attendance of the school that I would not be attending, and would be more than happy to make up the drills at a later date (Prior to AT, as I know how much of a pain and how much work it is to get a company up and ready for movements and missions, having worked as a full-time technician myself). When confronted by those two, it was stated that I said "That's BS, and I'm not gonna show up for just one day" in a text message. I pulled up ALL my communications in question and tried to prove that I both did not say that, and that the information they received was false. I was told, under no uncertain terms, that I was accusing senior NCO's of lying and it would not be tolerated. "Clean slate" was the phrase of choice.
This is not just a one-off affair, either. I was called up for the mission to DC, and in doing so, I would be forced to miss the final testing for the academy I was in, which means I would have to take it again the next year, and then wait ANOTHER year after that before I could apply for the job I am pursuing. Two year setbacks are not exactly trivial. I was told that as a student, I would be exempt, but I was told directly by the e6 in question that I had to show up. So, I showed up with my A and B bags packed and ready, but didn't set anything out. My e6 and e7 were adamant I had to go, no matter what, no exceptions, except for the people who were sent away for 'political reasons' or 'social media concerns'. They demanded to talk to the instructor of the course, and shortly after, I was told I was okayed to go back home. The instructor called me and told me very bluntly that the person they talked to (the e7) wanted the instructor to play the bad guy and tell me I had to go. That sort of thing does not endear the military to this particular organization and has damaged the reputation of the Army as a whole, not to mention reflecting poorly on the unit as a whole.
All of this to say, I may not be the perfect NCO, much less the perfect soldier. Hell, part of the problem might be me. I have done my utmost to comport myself as a professional at all times, abide by the rules and regulations, and maintain my military bearing, but I am struggling to justify remaining where I am, because I am struggling to find a reason to stay in. The only reason I have for showing up is watching out for the soldiers I have under my command.
As a junior NCO, how can I affect change in my chain of command, especially if I am treated like a fungus by that same chain? Mind you, this issue is not the company level, it is the platoon and squad level. At what point is it okay that I have to consistently bypass my squad leader to get information? At what point is it okay that I have to do the same at the platoon level? Is there a process in place that I am just unaware of, where I as a junior NCO am allowed to go outside of the current chain to get satisfaction in the disputes between myself and my immediate leadership? The only reason I am even showing up anymore is because I don't want to put my team in a bad position, nobody else seems capable/interested in fighting for them, but I am not sure I can keep this up. Any guidance would be appreciated, because I am at a loss.
EDIT: I should have provided clarification on some of these issues. Below is a copy/paste of the context.
An e6 that I deployed with (when I was an e2 at the time) who was removed from the fob the unit was at within a week of arriving there to be sent back to KAF to be the assistant of an e4, who (reportedly) used a 5 year old route that led the return convoy (several months later) back to an ANA checkpoint. Whom has no idea the scope of his command, nor any idea about the equipment he is purports himself to be an expert in (Flipping the battery switch of a running m983 and being surprised when it shuts down for example). Whom refused to provide any useful guidance to a junior NCO in helping come up with an amicable solution to the discipline problems amongst the lower enlisted, and in fact tried to discipline his junior NCO's for enforcing uniform standards amongst the lower ranks. For instance, when a soldier tried to start a fight with a range safety on a hot range, and then left post against direct orders not to, to acquire alcohol, all of that was swept under the rug by this e6 (and a few other senior NCO's). This soldier is now up for promotion, and others involved have already been pushed up into NCO slots, despite their flagrant disregard for orders, military bearing, and common decency to not try and party in the open bays when everyone had to be up early for movement...That they all predictably missed.
I rejoined the unit as a corporal, and that was my first taste of being an NCO. Fast forward a few drills, and I was told I had no soldiers under my command, they were moved to someone 'more fitting' and I had no say in it. Which was fine, I was about to go to BLC and would be out of pocket for a while anyway. I get back and I am asked why I haven't called up my joes. Understandably I was confused, come to find out I was given the AWOL troops, and was expected to do the paperwork involved, with no guidance on what the paperwork was, or where to look.
As far as a fungus, kept in the dark and fed feces. All the information provided by this e6 is usually outdated, or flat out wrong. IF he decides to pass anything down remotely usefufl in the least. Being stuck driving the bus for weapons qual in FLW is not something I mind, but never being told where I need to go, how to get there, who my point of contact is, or who I need to pick up/drop off, nor meal times, nor any hit times at all, is somewhat frustrating.
I have received platitudes from full timers about how the situation will be dealt with, and made it very clear after utilizing the open door policy of my First Sergeant (Whom I have a great deal of respect for) and how changes are in the works, but nothing has changed. Not a single thing has changed.
During the period of Remote Drills we were to complete, I was often marked as absent, even if I was there and participating, because I was attending a civilian school at the time. The school was not one I could miss days of, as it was mostly practical testing and demonstrations. This was communicated clearly at the beginning of the year, yet I was pulled aside by my platoon leader and platoon sergeant and was put in the unsat group for 'failure to attend' on multiple drills. Despite this being VERY clearly explained prior to my attendance of the school that I would not be attending, and would be more than happy to make up the drills at a later date (Prior to AT, as I know how much of a pain and how much work it is to get a company up and ready for movements and missions, having worked as a full-time technician myself). When confronted by those two, it was stated that I said "That's BS, and I'm not gonna show up for just one day" in a text message. I pulled up ALL my communications in question and tried to prove that I both did not say that, and that the information they received was false. I was told, under no uncertain terms, that I was accusing senior NCO's of lying and it would not be tolerated. "Clean slate" was the phrase of choice.
This is not just a one-off affair, either. I was called up for the mission to DC, and in doing so, I would be forced to miss the final testing for the academy I was in, which means I would have to take it again the next year, and then wait ANOTHER year after that before I could apply for the job I am pursuing. Two year setbacks are not exactly trivial. I was told that as a student, I would be exempt, but I was told directly by the e6 in question that I had to show up. So, I showed up with my A and B bags packed and ready, but didn't set anything out. My e6 and e7 were adamant I had to go, no matter what, no exceptions, except for the people who were sent away for 'political reasons' or 'social media concerns'. They demanded to talk to the instructor of the course, and shortly after, I was told I was okayed to go back home. The instructor called me and told me very bluntly that the person they talked to (the e7) wanted the instructor to play the bad guy and tell me I had to go. That sort of thing does not endear the military to this particular organization and has damaged the reputation of the Army as a whole, not to mention reflecting poorly on the unit as a whole.
All of this to say, I may not be the perfect NCO, much less the perfect soldier. Hell, part of the problem might be me. I have done my utmost to comport myself as a professional at all times, abide by the rules and regulations, and maintain my military bearing, but I am struggling to justify remaining where I am, because I am struggling to find a reason to stay in. The only reason I have for showing up is watching out for the soldiers I have under my command.
Posted in these groups: 
Leadership Development
Professionalism
Leadership Development Professionalism
Edited >1 y ago
Posted >1 y ago
Responses: 6
4
4
0
Shouldn't your 1SG have an open door policy.
Otherwise, it's my view the military can be a dangerous place for professionally incompetent leaders who have regulation savvy subordinates.
Document, and say your piece in a counter argument in your comments block on counseling statements. Create an administrative situation where your position is fully known and supported with documented facts and cannot be ignored when the other party presents their side (i.e. your comments in counseling statements backed up by facts you can present as evidence).
I played this game twice that are notable moments like this.
1) I was being counseled for not having my clearance packet processed. So I was told I had to sign Battalion's S2's counseling statement. OK fine, I did sign it. I also included multiple e-mails of my sending up my clearance renewal packet to only be met with silence. these were noted in my comments. So I effectively took all the teeth out of the counseling statement and made it useless to be used against me for negative action against me regarding a lapsed clearance.
2) An IG complaint was sent in regarding a delayed award for a soldier of mine. The CSM got all in my business about it, and before he went on too much more about it I sent him my previous two submissions for said award under two different Battalion Commanders S1 staff. So any IG complaint landing in my lap regarding this award is going to go right back to Battalion.
***************
Everyone of our jobs is greatly controlled by SOP's regulations, and policies. The lower we are in rank the more it is controlled. That's the system trying to protect itself in order to be continuous in the event random people have to fall in on random positions. Everything should always be executed the same by everyone everywhere. That's what drives us all crazy of course, but the result of that is a system that it is highly administered.
So if there are parts of the system that are failing you, chances are they are failing SOP and regulations. Keep note of that. Stay in your lane do as lawfully directed/ordered. Use your command team's Open Door Policy.
Try and always do your best, and keep documentation of everything you do at the ready. Sometimes we have bosses that suck, and unless they are flat out doing illegal things or creating a situation with potentially dangerous results that harm soldiers or government property there is nothing we can do about it. Protect your interests and career by not letting it negatively impact your professional performance and NCOER. Remember, negative comments on an NCOER will need to have documentation, typically in the form of a counseling statement, legal action, flag action, etc...
Otherwise, it's my view the military can be a dangerous place for professionally incompetent leaders who have regulation savvy subordinates.
Document, and say your piece in a counter argument in your comments block on counseling statements. Create an administrative situation where your position is fully known and supported with documented facts and cannot be ignored when the other party presents their side (i.e. your comments in counseling statements backed up by facts you can present as evidence).
I played this game twice that are notable moments like this.
1) I was being counseled for not having my clearance packet processed. So I was told I had to sign Battalion's S2's counseling statement. OK fine, I did sign it. I also included multiple e-mails of my sending up my clearance renewal packet to only be met with silence. these were noted in my comments. So I effectively took all the teeth out of the counseling statement and made it useless to be used against me for negative action against me regarding a lapsed clearance.
2) An IG complaint was sent in regarding a delayed award for a soldier of mine. The CSM got all in my business about it, and before he went on too much more about it I sent him my previous two submissions for said award under two different Battalion Commanders S1 staff. So any IG complaint landing in my lap regarding this award is going to go right back to Battalion.
***************
Everyone of our jobs is greatly controlled by SOP's regulations, and policies. The lower we are in rank the more it is controlled. That's the system trying to protect itself in order to be continuous in the event random people have to fall in on random positions. Everything should always be executed the same by everyone everywhere. That's what drives us all crazy of course, but the result of that is a system that it is highly administered.
So if there are parts of the system that are failing you, chances are they are failing SOP and regulations. Keep note of that. Stay in your lane do as lawfully directed/ordered. Use your command team's Open Door Policy.
Try and always do your best, and keep documentation of everything you do at the ready. Sometimes we have bosses that suck, and unless they are flat out doing illegal things or creating a situation with potentially dangerous results that harm soldiers or government property there is nothing we can do about it. Protect your interests and career by not letting it negatively impact your professional performance and NCOER. Remember, negative comments on an NCOER will need to have documentation, typically in the form of a counseling statement, legal action, flag action, etc...
(4)
(0)
Is this an issue of incompetence or an issue of personality conflict? I ask because what you have listed does not tell me this is incompetence.
If there is conflict within the ranks, obviously you need to try and solve it at the lowest level first. Have you had a sit down with your Squad Leader to find out why you aren't being communicated with? Sit down with your Platoon Sergeant and/or Platoon Leader? Now, if you have not tried solving at the lowest level, then you need to do so. If you have tried, but no resolution has taken place, then you are authorized...per regulation...to utilize the Open Door Policy of your 1SG and Company Commander. Just know that one of the first question you are going to get asked is if you tried to talk with your platoon leadership first. No matter who you speak with, be sure to identify the issues/problems and have recommended fixes ready.
How are they treating you like a fungus?
What I am getting at is that so far, after having read your post over and over as I type this, all we are getting is one side of the story with no real specifics of grievance. So, for many senior leaders, this would/could be seen as whining/bitching more than anything else.
If there is conflict within the ranks, obviously you need to try and solve it at the lowest level first. Have you had a sit down with your Squad Leader to find out why you aren't being communicated with? Sit down with your Platoon Sergeant and/or Platoon Leader? Now, if you have not tried solving at the lowest level, then you need to do so. If you have tried, but no resolution has taken place, then you are authorized...per regulation...to utilize the Open Door Policy of your 1SG and Company Commander. Just know that one of the first question you are going to get asked is if you tried to talk with your platoon leadership first. No matter who you speak with, be sure to identify the issues/problems and have recommended fixes ready.
How are they treating you like a fungus?
What I am getting at is that so far, after having read your post over and over as I type this, all we are getting is one side of the story with no real specifics of grievance. So, for many senior leaders, this would/could be seen as whining/bitching more than anything else.
(4)
(0)
CPT (Join to see)
Yea, I commented under the assumption it was more than a "whine" session. If it's just not liking how things are managed, how tasks are executed, or how schedules change frequently then I don't have much to add other than just ride it out, and figure out how to manage one's managers. (i.e. give them something to bitch about that is easy to fix that way they feel like they accomplished something verses just having them hover over you looking for something for the sake of it).
(2)
(0)
SGT (Join to see)
My apologies, some of that was indeed a bit of a whine session, but let me clarify a few things(Apologies preemptively for the wall of text):
An e6 that I deployed with (when I was an e2 at the time) who was removed from the fob the unit was at within a week of arriving there to be sent back to main post to be the assistant of an e4. The same e6 who (reportedly) used a 5 year old route that led the return convoy several months later back to an ANA checkpoint. Whom has no idea the scope of his command, nor any idea about the equipment he is purports himself to be an expert in (Flipping the battery switch of a running m983 and being surprised when it shuts down for example). Whom refused to provide any useful guidance to a junior NCO in helping come up with an amicable solution to the discipline problems amongst the lower enlisted, and in fact tried to discipline his junior NCO's for enforcing uniform standards amongst the lower ranks. For instance, when a soldier tried to start a fight with a range safety on a hot range, and then left post against direct orders not to, to acquire alcohol, all of that was swept under the rug by this e6 (and a few other senior NCO's). This soldier is now up for promotion, and others involved have already been pushed up into NCO slots, despite their flagrant disregard for orders, military bearing, and common decency to not try and party in the open bays when everyone had to be up early for movement...That they all predictably missed.
I rejoined the unit as a corporal, and that was my first taste of being an NCO. Fast forward a few drills, and I was told I had no soldiers under my command, they were moved to someone 'more fitting' and I had no say in it. Which was fine, I was about to go to BLC and would be out of pocket for a while anyway. I get back and I am asked why I haven't called up my joes. Understandably I was confused, come to find out I was given the AWOL troops, and was expected to do the paperwork involved, with no guidance on what the paperwork was, or where to look. Which this e6 tried to do to me again while we were in the field during AT, expecting me to fill out paperwork for the soldier while he was in the office back at home station. For the record, I would not have minded doing the paperwork, just not in the field. Too easy to misplace or damage it.
As far as a fungus, kept in the dark and fed feces. All the information provided by this e6 is usually outdated, or flat out wrong. IF he decides to pass anything down remotely useful in the least. Being stuck driving the bus for weapons qual in FLW is not something I mind, but never being told where I need to go, how to get there, who my point of contact is, or who I need to pick up/drop off, nor meal times, nor any hit times at all, is somewhat frustrating.
I have received platitudes from full timers about how the situation will be dealt with, and made it very clear after utilizing the open door policy of my First Sergeant (Whom I have a great deal of respect for) and how changes are in the works, but nothing has changed. Not a single thing has changed.
During the period of Remote Drills we were to complete, I was often marked as absent, even if I was there and participating, because I was attending a civilian school at the time. The school was not one I could miss days of, as it was mostly practical testing and demonstrations. This was communicated clearly at the beginning of the year, yet I was pulled aside by my platoon leader and platoon sergeant and was put in the unsat group for 'failure to attend' on multiple drills. Despite this being VERY clearly explained prior to my attendance of the school that I would not be attending, and would be more than happy to make up the drills at a later date (Prior to AT, as I know how much of a pain and how much work it is to get a company up and ready for movements and missions, having worked as a full-time technician myself). When confronted by those two, it was stated that I said "That's BS, and I'm not gonna show up for just one day" in a text message. I pulled up ALL my communications in question and tried to prove that I both did not say that, and that the information they received was false. I was told, under no uncertain terms, that I was accusing senior NCO's of lying and it would not be tolerated. "Clean slate" was the phrase of choice.
This is not just a one-off affair, either. I was called up for the mission to DC, and in doing so, I would be forced to miss the final testing for the academy I was in, which means I would have to take it again the next year, and then wait ANOTHER year after that before I could apply for the job I am pursuing. Two year setbacks are not exactly trivial. I was told that as a student, I would be exempt, but I was told directly by the e6 in question that I had to show up. So, I showed up with my A and B bags packed and ready, but didn't set anything out. My e6 and e7 were adamant I had to go, no matter what, no exceptions, except for the people who were sent away for 'political reasons' or 'social media concerns'. They demanded to talk to the instructor of the course, and shortly after, I was told I was okayed to go back home. The instructor called me and told me very bluntly that the person they talked to (the e7) wanted the instructor to play the bad guy and tell me I had to go. That sort of thing does not endear the military to this particular organization and has damaged the reputation of the Army as a whole, not to mention reflecting poorly on the unit as a whole.
All of this to say, I may not be the perfect NCO, much less the perfect soldier. Hell, part of the problem might be me. I have done my utmost to comport myself as a professional at all times, abide by the rules and regulations, and maintain my military bearing, but I am struggling to justify remaining where I am, because I am struggling to find a reason to stay in. The only reason I have for showing up is watching out for the soldiers I have under my command.
An e6 that I deployed with (when I was an e2 at the time) who was removed from the fob the unit was at within a week of arriving there to be sent back to main post to be the assistant of an e4. The same e6 who (reportedly) used a 5 year old route that led the return convoy several months later back to an ANA checkpoint. Whom has no idea the scope of his command, nor any idea about the equipment he is purports himself to be an expert in (Flipping the battery switch of a running m983 and being surprised when it shuts down for example). Whom refused to provide any useful guidance to a junior NCO in helping come up with an amicable solution to the discipline problems amongst the lower enlisted, and in fact tried to discipline his junior NCO's for enforcing uniform standards amongst the lower ranks. For instance, when a soldier tried to start a fight with a range safety on a hot range, and then left post against direct orders not to, to acquire alcohol, all of that was swept under the rug by this e6 (and a few other senior NCO's). This soldier is now up for promotion, and others involved have already been pushed up into NCO slots, despite their flagrant disregard for orders, military bearing, and common decency to not try and party in the open bays when everyone had to be up early for movement...That they all predictably missed.
I rejoined the unit as a corporal, and that was my first taste of being an NCO. Fast forward a few drills, and I was told I had no soldiers under my command, they were moved to someone 'more fitting' and I had no say in it. Which was fine, I was about to go to BLC and would be out of pocket for a while anyway. I get back and I am asked why I haven't called up my joes. Understandably I was confused, come to find out I was given the AWOL troops, and was expected to do the paperwork involved, with no guidance on what the paperwork was, or where to look. Which this e6 tried to do to me again while we were in the field during AT, expecting me to fill out paperwork for the soldier while he was in the office back at home station. For the record, I would not have minded doing the paperwork, just not in the field. Too easy to misplace or damage it.
As far as a fungus, kept in the dark and fed feces. All the information provided by this e6 is usually outdated, or flat out wrong. IF he decides to pass anything down remotely useful in the least. Being stuck driving the bus for weapons qual in FLW is not something I mind, but never being told where I need to go, how to get there, who my point of contact is, or who I need to pick up/drop off, nor meal times, nor any hit times at all, is somewhat frustrating.
I have received platitudes from full timers about how the situation will be dealt with, and made it very clear after utilizing the open door policy of my First Sergeant (Whom I have a great deal of respect for) and how changes are in the works, but nothing has changed. Not a single thing has changed.
During the period of Remote Drills we were to complete, I was often marked as absent, even if I was there and participating, because I was attending a civilian school at the time. The school was not one I could miss days of, as it was mostly practical testing and demonstrations. This was communicated clearly at the beginning of the year, yet I was pulled aside by my platoon leader and platoon sergeant and was put in the unsat group for 'failure to attend' on multiple drills. Despite this being VERY clearly explained prior to my attendance of the school that I would not be attending, and would be more than happy to make up the drills at a later date (Prior to AT, as I know how much of a pain and how much work it is to get a company up and ready for movements and missions, having worked as a full-time technician myself). When confronted by those two, it was stated that I said "That's BS, and I'm not gonna show up for just one day" in a text message. I pulled up ALL my communications in question and tried to prove that I both did not say that, and that the information they received was false. I was told, under no uncertain terms, that I was accusing senior NCO's of lying and it would not be tolerated. "Clean slate" was the phrase of choice.
This is not just a one-off affair, either. I was called up for the mission to DC, and in doing so, I would be forced to miss the final testing for the academy I was in, which means I would have to take it again the next year, and then wait ANOTHER year after that before I could apply for the job I am pursuing. Two year setbacks are not exactly trivial. I was told that as a student, I would be exempt, but I was told directly by the e6 in question that I had to show up. So, I showed up with my A and B bags packed and ready, but didn't set anything out. My e6 and e7 were adamant I had to go, no matter what, no exceptions, except for the people who were sent away for 'political reasons' or 'social media concerns'. They demanded to talk to the instructor of the course, and shortly after, I was told I was okayed to go back home. The instructor called me and told me very bluntly that the person they talked to (the e7) wanted the instructor to play the bad guy and tell me I had to go. That sort of thing does not endear the military to this particular organization and has damaged the reputation of the Army as a whole, not to mention reflecting poorly on the unit as a whole.
All of this to say, I may not be the perfect NCO, much less the perfect soldier. Hell, part of the problem might be me. I have done my utmost to comport myself as a professional at all times, abide by the rules and regulations, and maintain my military bearing, but I am struggling to justify remaining where I am, because I am struggling to find a reason to stay in. The only reason I have for showing up is watching out for the soldiers I have under my command.
(0)
(0)
MSG (Join to see)
SGT (Join to see) - If the 1SG is aware of all of this and no remedial actions have taken place, then you run this up higher on the flag pole. You take this to the Open Door of your BN CSM.
(2)
(0)
CPT (Join to see)
SGT (Join to see) - There's a lot there. I'll comment on two items.
1) Convoy's while down range. Someone above should have convoy SOP's with the 5 W's and any complaints you have should easily be kept in check by a legit thorough movement order SOP execution. i.e. who is driving what, who is licensed to drive what, what routes are being taken, and when, and any deviation from pre approved SOP's or doctrine should be signed off in a risk assessment.
Well..... I get it, one is down range things get short cuts, bla, bla, bla CPT L you are not being realistic. You're right, I'm not, but this is how things unravel. So either someone knows when to reign in the relaxed practices before someone gets blown up, or it's discovered in a following investigation after the fact how things have deviated too far from approved doctrine.
2) Battle Assemblies: You need to have in your possession approved and signed RSTs to counter any absences you get hit with. I don't know your process for the RST approval but typically you just go up through the chain until it gets to the commander's desk.
Now......... I totally see what can be going on here, because I was a USAR Company Commander of 160 soldiers with 100+ SPC/PVT's. Things slip through the cracks (as nicely as I can say it).
I can't tell you or your command how to fix it. That's not my lane. We all have our own fiefdoms.
I can tell you what I did though. I had all RST requests pushed up to me. I didn't say they went to me directly. I said that all RST requests get sent up to me. I stopped NCO's from being a decision maker of approve it or not (which they never had, but often overstep their limits of authority over their soldiers). So the NCO would tell the soldier based on policy and regs if the RST had a good chance for approval.
Right???????? on the RST form for the immediate supervisor is a RECOMMENDATION BOX, not the approval box. the RST needs to go to the next level regardless. The commander needs to approve or disapprove. Then the soldier needs to get that form back in their hands so they clearly know what is happening.
**********
Half of what was happening was folks were not showing up to drill, didn't have an approved RST (of which I knew nothing about) and most of them I would have approved anyway. NCO's decided they could be the decision maker (probably inherited from previous commander's management) when soldiers asked for RST's.
I was spending too much time reversing "U" actions with exception and correction memos.
RST's should be sooooooooo easy now with Virtual BA's. Right?????? One just picks 8 hours of on-line training and BOOM there you go for a totally conforming RST duty. Just turn in the completion certificates with the DA1380.
1) Convoy's while down range. Someone above should have convoy SOP's with the 5 W's and any complaints you have should easily be kept in check by a legit thorough movement order SOP execution. i.e. who is driving what, who is licensed to drive what, what routes are being taken, and when, and any deviation from pre approved SOP's or doctrine should be signed off in a risk assessment.
Well..... I get it, one is down range things get short cuts, bla, bla, bla CPT L you are not being realistic. You're right, I'm not, but this is how things unravel. So either someone knows when to reign in the relaxed practices before someone gets blown up, or it's discovered in a following investigation after the fact how things have deviated too far from approved doctrine.
2) Battle Assemblies: You need to have in your possession approved and signed RSTs to counter any absences you get hit with. I don't know your process for the RST approval but typically you just go up through the chain until it gets to the commander's desk.
Now......... I totally see what can be going on here, because I was a USAR Company Commander of 160 soldiers with 100+ SPC/PVT's. Things slip through the cracks (as nicely as I can say it).
I can't tell you or your command how to fix it. That's not my lane. We all have our own fiefdoms.
I can tell you what I did though. I had all RST requests pushed up to me. I didn't say they went to me directly. I said that all RST requests get sent up to me. I stopped NCO's from being a decision maker of approve it or not (which they never had, but often overstep their limits of authority over their soldiers). So the NCO would tell the soldier based on policy and regs if the RST had a good chance for approval.
Right???????? on the RST form for the immediate supervisor is a RECOMMENDATION BOX, not the approval box. the RST needs to go to the next level regardless. The commander needs to approve or disapprove. Then the soldier needs to get that form back in their hands so they clearly know what is happening.
**********
Half of what was happening was folks were not showing up to drill, didn't have an approved RST (of which I knew nothing about) and most of them I would have approved anyway. NCO's decided they could be the decision maker (probably inherited from previous commander's management) when soldiers asked for RST's.
I was spending too much time reversing "U" actions with exception and correction memos.
RST's should be sooooooooo easy now with Virtual BA's. Right?????? One just picks 8 hours of on-line training and BOOM there you go for a totally conforming RST duty. Just turn in the completion certificates with the DA1380.
(0)
(0)
1
1
0
Not on RP, unless you are using an alias. Some blame leaders, when often they never learned how to follow.
(1)
(0)
Read This Next
Continue with Facebook 
Continue with Google