Who are the real losers when immature members gain rank too quickly?

I will admit that I was an over paid private...I knew the nuts and bolts of being a Tanker, a Red Eye Gunner, unit operations, kept busy and my nose clean, in the middle of the worst desertion rate in history, plus I was in a Tank Unit. (at 19 I was already filling a Platoon Sergeants slot, thus the 11E40R6) Quite Frankly, BNCO Academy (which was at Erlangen, Ferris Barracks) I don't know, whether I would have cut it. I was never was in to a rehash of TA-50, locker, bunk Inspections, spit shine boots..I could have gone home to Majoring in Under Water Basket Weaving and ROTC (or National Guard OCS!!), got better results. Although a buddy of mine from The 1/1 Cav (Americal Div) said his division set up a more sensible BNCO course in Vietnam "How to lead and operate on the battle field" as he once relayed to yours truly. Question: Is there any one out there, who remembers, The "Try One Year as a 2 Lt." 1972 Letters, from The Army Reserves?...or is this a figment of my 67 year old imagination?

The real losers or the individuals that have to follow the immature member. If a member is given soldiers, airmen, sailors, marines, etc to lead and they arent ready, they will suffer the most.

Airmen, troops, soldiers, sailors....etc

I worked with a Tsgt who got rank do to his "Book Knowledge" as he said. Nice guy but couldn't turn a wrench if he had too. Funny thing is, he might not have been able to do the physical side of being an aircraft mechanic, but he sure could tell you everything/step-by-step on how to complete the task.
He was a good leader, just couldn't turn a wrench. That hurt us at times trying to get so many planes off the ground.

You could say everyone, but mostly their peers. First of all, it sends the wrong message to their peer group that it's really posturing for promotion that counts, not getting the mission done; in other words, that's what really gets rewarded, filling all the squares and sucking up to the right people. Secondly, it deflates the peer group in some way and makes them, imo, not try quite as hard getting the mission done, but just getting by becomes the new standard; in other words, doing the job, but that's it. There's no "going the extra mile" stuff from them anymore. They reason, "Why bother?"

Unfortunately, the main losers are the troops they are tasked to lead. The only hope is a good NCO or SNCO who intervenes and brings a sanity check to potential stupid actions ordered by these idiots.

It depends on what type of immaturity you are talking about. Immaturity is a broad word that can include misconduct, poor motivation/attitude, or lack of self-confidence. However in all cases, the commander/supervisor should be mentoring, training and supporting such individuals. Only if it does not help then you consider reclassifying or discharging. There are also members are are great technical performers but poor leaders. Such people should be assigned accordingly; (that was original purpose of specialist grade and WW2 tech sgt grades) however, these folks should still be mentored to try to develop their leadership so they can teach or support others to learn and perform.

TSgt Joshua Lynch, I'm late to his post, but I feel that everyone in the chain of command suffers. The Leaders of this ineffective junior leader suffer because they have to provide monumental levels of mentorship and guidance to hopefully change the mindset of this junior leader. The Soldiers that this junior leader is in charge of suffer because they are not receiving the leadership that they deserve or need and the peers of this junior leader suffer because they are charged to pickup the slack to ensure that their battle buddy doesn't fail.

This is the problem with inflating evaluations. No one wants to be the bad guy and tell that young Cpl he is not ready yet and then provide the guidance and supervision to turn him into the stormtrooper he wants to be. Being a true leader is difficult and at time unpleasant, but until we quit sugercoating failures this is the chosen path.

Semper Fidelis.

There must be some sort of observation of promotion eligible troops to be surebtheyvare emotionally ready for promotion and the inherit responsibilities that come with them