What should I put on my event-oriented counseling for this NCO?

I remember when EIB or graduating basic training was around, this was common practice. I have seen drill sergeants do this, Platoon Sergeants for EIB.

First thing you have to ask yourself before you read the rest of this advise is, was the soldiers intentions in the right place, how common was this before you took charge, and what is his overall performance up until this point. If he has made a slew of bad decisions do what you must...


But if he is a good soldier and worth saving...


Now going from the NCOes point of view, he believed the end justified the means, which also helps your numbers on participants for the EIB.

Depending on the tone of his voice what he said and what he meant were probably two different things. If he used more of a snide, insincere tone he is actually saying "yes I did sir but I am saying, No to not verbally implement you in what I did; so we can look the other way and help this soldier out....

Now was it against safety protocols to shoot next to someone on the range in that close of proximity yes it is, but in combat you shoot closer and while people are crossing in front of you.

Now what was done was wrong, a good response would be to take the platoon aside let them know how you disapprove of this type of behavior, Keep this in house for this first offense. Basically airing this dirty laundry shows you have no control over your own platoon, and by frying this guy right away and ruining his career over trying to help another soldier. Some of your soldiers will see you as someone they can not trust. Do something internally for punishment and you shouldn't have to let the command know. It is your platoon take charge and enforce the standard yourself. Once you can't then bring it to the command. Unless this was done in front of you boss, then your hands are tied.

CPT Benjamin Wenner, I find myself disagreeing with both the consensus and, to a significant degree, with your handling of your NCO.

First, so you can prejudge my competence one of the same ways you have your platoon sergeants, let me make clear that I have "an inadequate track record" with two Article 15s in my past -- including field-grade one received as a young sergeant after I refused to disagree with a troop commander who got carried away chewing me out and asked if I was not competent to lead my mortar section. Three months later, with a new troop commander and first sergeant standing behind me, the same squadron commander who took my stripes gave them back after asking if I was ready to be an NCO again. Two years later, the Department of the Army was sending me off to college with a 3-year ROTC scholarship. Ten years after being awarded that scholarship, I was notified that I had been passed over for Captain for the final time.

So, young lieutenant with a platoon sergeant who's already been judged unworthy by his current command, let's take a look at your actions as well as your platoon sergeant's actions on an afternoon when you both had agendas other than just testing your soldiers' marksmanship.

First of all, what did you expect your platoon sergeant to say when his (presumably tired and cranky) platoon leader decided to publicly berate him in front of his subordinates? Alternatively, if your purpose wasn't to humiliate him, how do you mesh your comments about witnesses and valid proof with your unambiguous violation of Article 31? (If you don't know what Article 31 says, go look it up. My comment will still be here when you get back)

Next, working down your list of infractions, exactly what training do you think he deprived any soldier of? The kid who couldn't shoot straight? Where was that man's squad leader or section sergeant? Did you have any NCOs tasked with providing corrective training for shooters having problems? Did you have a competent armorer available to verify that the soldier's rifle was not defective (yes, it does happen -- try zeroing with a rifle barrel bent so badly that the point of impact is a meter to the left of point of aim at 25 meters)?

"Leading by bad example" is a tough judgement call, but ask yourself "What was anybody else doing to help the soldier qualify with his assigned weapon that day?" Was your platoon sergeant's decision to add firepower any worse example than your decision as range OIC to keep everybody on the range while continuing to burn through training ammunition (and dollars)? Also, the "in front of two battalions" touch should be irrelevant unless you are counseling him not to embarrass you in front of other units.

Next, please explain to this crusty old infantry officer (type slowly and use small words so I can keep up) exactly when and how firing into another shooter's lane became a safety violation, because I sure as hell don't recall any safety briefing which made any mention of rounds impacting within the target area while shooters were cleared to fire being a safety violation. And I can't recall anybody yelling "Check fire!" in Basic (or anywhere else) any of the times that it happened inadvertently. Aside from stoking your blood pressure, whose health and safety did this sergeant endanger?

Ultimately, all I see that you have a solid case for professionally counseling your platoon sergeant about is whether he showed good judgement in his attempt to falsely qualify the soldier in question. That is a serious integrity issue in its own right, but that message is likely to get lost if you mixed it in with what come across as offenses to your ego.

I'm generally hesitant to stop an E-6's career if they're doing what they're supposed to be doing. That said, in this case? I would forward it up for NJP given the facts the way you stated them, I wouldn't even bother with a counseling statement.

I would possibly, in your position, have a discussion with your CSM on the issue before putting it on paper as well. Not that you have to, certainly, but it is one of his NCOs as well, and he may have some insight on this particular NCO or suggestions as to how to handle the issue in your particular chain of command. He may also have some creative solutions for your counseling statement if that's the path you go -- and if you go to NJP he's the guy advising the NJP authority (assuming your organization works at least somewhat like we do in the Navy).

As already pointed out, it's one thing to do something wrong -- it's a completely different integrity violation to lie about it.

I definitely wouldn't write anything positive. As for what TO write I really don't know. But I know said NCO showed poor leadership.

A counseling statement for each offense. Then take it up the chain, for action.