What would you recommend to the Chief of Staff on how to improve the Army at no cost?

CPT Private RallyPoint Member — Sun, 12 Oct 2014 23:14:12 -0400

I was doing professional reading and came across a question from a now retired COL who would ask his Senior NCOs. He would use this to improve the units in his command. Below is the situation he would put his SNCOs in.

"Suppose the Chief of Staff of the Army asked you what he could do to improve the combat effectiveness of the Army without requiring more money or more soldiers what would you say?"

What would you recommend or develop? How would you improve the Army? Seeing how the funding in the Army is getting smaller we should still try to improve our combat effectiveness and our overall professionalism. It doesn't have to be just about fighting wars. It can be about the Army or Military as a whole. If you have an idea have you tried to implement at your level? Why did that come out?

*Bonus question-Who was the retired COL that asked this or the book it was in?

Response by Col Private RallyPoint Member made Oct 13 at 2014 12:42 AM

Col Private RallyPoint Member — Mon, 13 Oct 2014 00:42:43 -0400

Improve morale by sincerely caring for, and looking out for your troops. Once they know you have their back, they will focus more on the mission.

Response by CPT Private RallyPoint Member made Nov 2 at 2014 1:21 AM

CPT Private RallyPoint Member — Sun, 02 Nov 2014 01:21:48 -0400

I am just going to say that I am surprised that there was only one response. Maybe it was harder than I thought.

Response by SFC Vernon McNabb made Nov 2 at 2014 10:01 AM

SFC Vernon McNabb — Sun, 02 Nov 2014 10:01:14 -0500

CPT Private RallyPoint Member One thing I have learned in my career in the Army. Improving the Army will always cost. New equipment costs taxpayer dollars. Reducing the force, weeding out the bad apples (QMP, QSP) cost the Soldier money. Somebody always pays.

Response by SSG Andrew Dydasco made Nov 2 at 2014 8:18 PM

SSG Andrew Dydasco — Sun, 02 Nov 2014 20:18:33 -0500

Have Sergeant's time training be enforced more. Perhaps an Army-wide (within reason) set time where there is a stand-down and that WILL be what you're doing. Also, expand on what is being taught during this time. Unit/Army/military history classes have always inspired me.

Emphasizing and enforcing better, higher quality counselings. There are tons of creative ways to counsel, and unfortunately 95% of the ones I've seen have been cookie-cutters.

Words for Warriors - COL Ralph Puckett

Response by CSM David Heidke made Nov 4 at 2014 1:04 PM

CSM David Heidke — Tue, 04 Nov 2014 13:04:59 -0500

Enforce the Standard...

Response by COL Private RallyPoint Member made Nov 4 at 2014 1:15 PM

COL Private RallyPoint Member — Tue, 04 Nov 2014 13:15:50 -0500

Give me one day. ONE DAY...where I can chapter out anyone who has been a drag on the United States Military. The drug user who never makes it to his chapter appointments and stays in the Army 3 months infecting more people with his poison. The malingerer who has been on a 3B profile for 500 days, but can play basketball on a weekend team. The constant discipline problem. Give me one day and I will create addition by subtraction. I will free up the leaders of my unit to do their jobs instead of holding the hands of grown men and women who refuse to do their jobs.

Response by CPT Private RallyPoint Member made Nov 4 at 2014 3:04 PM

CPT Private RallyPoint Member — Tue, 04 Nov 2014 15:04:36 -0500

Give the BUCK NCO his/her power back. Too many times the E5 is ignored by both younger enlisted and Senior NCOs. I've also seen the COC jumped when it comes to corrective training given out by Sergeants/E5's.

That team Sergeant should know his subs and actually care about each soldier they are responsible for. I'm also sure they know which type of corrective training will have the most desired outcome.

Having weak or ineffective middle managers can overwhelm the seniors which will lead to micromanagement.

Response by LTC Private RallyPoint Member made Nov 4 at 2014 11:11 PM

LTC Private RallyPoint Member — Tue, 04 Nov 2014 23:11:25 -0500

Easy....get rid of the "soldiers" who do not show up or are non-deserving of wearing the uniform. Boom even saved money....

Response by 1SG Private RallyPoint Member made Nov 5 at 2014 2:40 PM

1SG Private RallyPoint Member — Wed, 05 Nov 2014 14:40:56 -0500

Reinforce that being a soldier in today's Army is a sacrifice AND a privilege just like it has been for more than 200 years. Let the troops know that they are a part of it beyond the uniform and that means something!

Focus on Resilience and looking for strengths just as much as we find what is wrong. Build the ranks based on the values of a strong nation instead of individual gain.

Re-simplify communication up and down the chain. Things just seemed to be simpler 20 years ago when it came to getting the information we needed. Find the KISS method once again and re-instill it.

Response by SFC Private RallyPoint Member made Nov 5 at 2014 2:44 PM

SFC Private RallyPoint Member — Wed, 05 Nov 2014 14:44:18 -0500

Give me the power to outlaw powerpoint and to ensure that your higher hq does not have more than one meeting per week

Response by SFC Private RallyPoint Member made Feb 1 at 2015 7:25 AM

SFC Private RallyPoint Member — Sun, 01 Feb 2015 07:25:18 -0500

Get rid of the major contracting companies and replace the slot with a Soldier. The contractors that we get rid of we would offer them a slot at E4 with 8 years for pay reasons once they pass IET.

My Grandfather was the NCOIC of the gas station (I am about 90% sure he said gas station) at Fort Benning after the Korean War.

Response by MSG Private RallyPoint Member made Feb 1 at 2015 7:34 AM

MSG Private RallyPoint Member — Sun, 01 Feb 2015 07:34:54 -0500

Meetings: If there is not a decision to be made, there is not a meeting to be had. With the exception of a few, and I mean few, briefings, meetings should be held only when a decision is needed that requires more than one jelly filled head.

Response by SGT Jim Z. made Feb 1 at 2015 2:55 PM

SGT Jim Z. — Sun, 01 Feb 2015 14:55:01 -0500

Stop duplicating efforts and what I mean is if you tell a contractor you want them to run a program/process then you as the client need to stop interfering with the contractor while they are doing the job, grade them within the statement of work and agreed upon evaluation points. There are a lot of agencies within the DoD that keep re-inventing the wheel.

Response by SGT Steven Eugene Kuhn MBA made Feb 1 at 2015 3:29 PM

SGT Steven Eugene Kuhn MBA — Sun, 01 Feb 2015 15:29:24 -0500

Reintroduce post guard duty for soldiers and NCO's; Not only does it save the civilian contractor cost but it instills ownership and Esprit de Corps...I truly appreciated front gate duty once a month or so back in the 80's.

Response by CW5 Jim Steddum made Feb 1 at 2015 4:54 PM

CW5 Jim Steddum — Sun, 01 Feb 2015 16:54:51 -0500

Embrace Knowledge Management as a concept of improving knowledge flow (communications) up and down and laterally without redundancies. KM is NOT sharepoint or powerpoint. It is a process of figuring out the Best way to share or improve processes without constraining.

Response by SFC Darrell Crumling made Feb 1 at 2015 11:36 PM

SFC Darrell Crumling — Sun, 01 Feb 2015 23:36:40 -0500

Let a SGT be a SGT. He/She holds the line and trains the soldier. Yes yelling is nessesary at times and so is corrective action instead of UCMJ. It leaves a lasting impression. Counseling statements are not nearly as effective. Likewise take care of the soldier. Take the ass chewing from higher instead of throwing the soldier to the wolves. Yes there is a time for that. But all to often we take the easy way way out. You'd be surprised to see how loyal Joe is when he knows you got his back. As a result the machine as a whole runs smoothly. Saving a lot of money..... Train, train, train. What happened to getting weapons out and doing battle drills? In my day every Thursday was SGTS time training.

Response by MAJ Ken Landgren made Jul 11 at 2015 3:55 PM

MAJ Ken Landgren — Sat, 11 Jul 2015 15:55:22 -0400

Give the power back to the NCOs to punish the soldiers for wrong doings.

Response by MAJ Ken Landgren made Jul 11 at 2015 6:40 PM

MAJ Ken Landgren — Sat, 11 Jul 2015 18:40:00 -0400

Figure out how to kill insurgents. Occupation alone and nation building does not kill insurgents.

Response by 1LT Private RallyPoint Member made Jul 11 at 2015 7:41 PM

1LT Private RallyPoint Member — Sat, 11 Jul 2015 19:41:50 -0400

Commit to financial management. I'd incorporate Finance training for every leader. People become cynical and discouraged if nobody can adequately explain the management control process. We have lost billions in inefficiencies and decisions made by program managers sitting behind desk.

Response by MAJ Ken Landgren made Aug 15 at 2015 1:38 PM

MAJ Ken Landgren — Sat, 15 Aug 2015 13:38:34 -0400

Let the NCOs smoke soldiers who deserve it.

Response by SFC James Corona made Feb 11 at 2016 8:12 PM

SFC James Corona — Thu, 11 Feb 2016 20:12:34 -0500

Going back and learning the meaning of the principles of the NCO Creed; "no one is more professional than me"........................

Response by CW2 Private RallyPoint Member made Feb 14 at 2016 12:39 AM

CW2 Private RallyPoint Member — Sun, 14 Feb 2016 00:39:31 -0500

I'd eliminate the ridiculous amount of check the block mandatory training that actually costs god knows how much to develop, maintain, and support. Not only would we save money, but we would save time, which is something we can't get more of even in a time of war (unlike having an unlimited budget)