...Ethics The case study “Firebase Smith”, focuses on the Bravo Company Commander (myself) narrated in 2nd person, the high speed 1st platoon leader, 1LT. Urbanks, and my squared away go-to man 1SG Brown. This scenario takes place in Afghanistan on a twelve-month deployment with eight months remaining. The given information on myself in the case study (Bravo Company Commander) sheds light on my judgment, which reflects through my actions. This case study had several implications of conflicting ethical behavioral issues. Though I believe that the true ethical dilemmas stem from the commander’s faulty judgment; however, if not corrected, the saga to this case study could end in sexual harassment or sexual assault for the female specialist. To support this statement, I first acknowledged the company commander’s judgment, which is the root of this scenario. Early on in the scenario the case study mentions that I do not get much sleep at night and that I often have late night drinks of rum and coke with my 1SG. The key word in that sentence is often. Often refers to frequently; meaning I’m most likely drinking 3 to 4 times a week while still pulling eighteen hour shifts. Realistically, this gives me about 4 hours of sleep, given the fact that the scenario does not state how much alcohol is being consumed. Questions now come into play of whether I am capable of doing my duty? Have I ever been hung over and how many times? When things turn sour do I sneak a drink during the...
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...to this, every unit appoints a Weight Control Non-commissioned Officer (NCO) to ensure that established weight and body fat standards are adhered to and followed. It is the sole responsibility of the Weight Control NCO to identify soldiers not meeting the standards and develop a program in order to assists those soldiers in meeting the standards. If a unit’s Weight Control NCO successfully develops and implements an effective program, the unit will have a high percentage of physically fit soldiers, who can be mission ready at all times. Background Headquarters Company, 2nd Battalion, 3rd Infantry Regiment, currently has 25 soldiers, who are overweight and do not meet the body fat standards. In light of this problem, First Sergeant (1SG) Jeffery Clark quickly appoints Staff Sergeant (SSG) David Upton as the company’s new Weight Control NCO and charges SSG Upton with the task of developing a program to solve the overweight problem in the company. To accomplish his task, SSG Upton will have to develop a program that incorporates periodic weigh-ins, body fat percentage tests (also known as tape tests), extra physical fitness training, counseling, and nutrition advice for the 25 overweight soldiers. Key Problems When he begins developing a successful overweight program for an Army unit, SSG Upton may encounter several problems. Although...
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...Sergeants Major have the opportunity to learn a great deal of information to put in their tool kit to have a better understanding of mission command. The shared knowledge that I have learned shall play an important role as I provide pertinent information that will make me value added towards my commander once in position. The training that I received will assist in advising my commander and subordinate leaders. The intent of this paper is to discuss my plans of how I will use some of the principles of mission command as a Battalion CSM in my upcoming duty assignment. As a future CSM, I plan to build a cohesive team with my commander, subordinate leaders, and Soldiers within my organization. A cohesive team starts with establishing trust amongst leaders. My boss’s confidence in me to do the right thing will leave one less concern for him to worry about. We will be one team! I understand that there will be times where we will disagree when it comes to issues and concerns pertaining to Soldiers, but no one else needs to know about those disagreements. I will earn his respect and make sure I treat everyone with dignity and respect. Next, I will coach and mentor the First Sergeants (1SG) within our organization so they will mirror my actions at their perspective company level. While building this team of trust throughout my organization, I will simultaneously reach out to unit leaders in the area and build that same trust with them. Once we build trust in support of each other...
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...2LT Dorado Reminder: * Officer birthdays are added to the BC’s calendar (at the top). Birthday cards should be handed out to all officers and 1SGs, on their birthday is the goal but if it falls on the weekend, you could hand out either the week before or after. I usually do up to 2-3 months at a time and give to the BC for signature; if you receive new officers in this period you may have to do a few individual cards in between you regular printing periods. This will also be true if the officer gets promoted during the period in which you have already printed the card. The birthday card format can be found in the folder titled LTC Willingham. All logistic officers within the BDE will get a birthday card. * USR (AR 220-1) is done at the end of the month- SPC Morris and SGT Tunwar are the subject matter experts (SME). The Soldiers only fill in the following slides: personnel shortage, personnel and the nonavailable slides. You will then fill in the personnel portion of the commander’s and resource summary slide. MOS shortages are sometimes required a few days before the slide deck when it falls on the holiday or during field periods. When you receive the email from the S2, get with SGT Tunwar and give him a suspense to get the information to you. It is a good practice to send him the last month’s slides in which you had sent previously to the S2. He is tracking that he has to prepare the MOSI and identify the top 20 shortages and forward to the CSM. You...
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...leadership is tested on a daily basis. When 67th Expeditionary Signal Battalion was tasked with providing 1 Joint Network Node (JNN) and 3 CPN teams to support 329 Field Artillery Battalion out of Mississippi in a rotation to the National Training Center (NTC). Everyone knew that slice element would come from 1st platoon. Since my Advanced Leadership Course (ALC) school was during the rotation I was left off the roster and positioned as a stay back. My platoon sergeant, platoon leader and 22 Soldiers were selected for the mission. During their 2 week mission preparation the platoon sergeant was busy most of the time; guidance barely came to the platoon. As the day they left drew near I was getting called in to attend the daily 1SG and Commander meetings for my platoon. We now were the smallest platoon in the company and still getting the same amount of tasking if not more. Right after Memorial Day my platoon was tasked with supporting the battalion...
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...much did the rent get raised? Does this raise cause serious financial hardship? Would an AER loan help any? And if it would, would it get them out of trouble, or just prolong it? Also I would have to consider that, if the wife is 8 months pregnant. She may already be under a lot of stress, and the current situation is not helping any. I would more than likely recommend that both the soldier and the spouse seek financial counseling. I would also want to know why the soldier is disputing the raise in rent. And does he have any legal backing that could help in this situation. I may also recommend the soldier take a copy of his lease to JAG to see if they can find something that may help the soldier out. I would also ensure the company commander and 1SG are aware of the situation as they also may have additional ideas that could help in this situation. Grade: 9.00 out of 10 Instructor Feedback Very good response, also have FRG and Chaplin visit wife to check on her and see that she is doing ok and if she needs any support as birth nears. Situation B First off I am confused how she was allowed to enter the country if she has TB. But putting that aside, There are a few things to consider. First off, she needs to be put in DEERS ASAP. If she is legally dependent on him as a condition for her being here, there should be documentation to support that. Then they need to get her an ID card and enroll her in Tricare. This could be somewhat troublesome as many ID facilities require...
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...I believe that soldiers should work smart and hard during the normal duty day so that we can maximize time off and maintain normal work hours. However, mission will at times dictate weekends or late nights upon approval from the Battalion Commander. We can avoid self-inflicted problems by keeping track of appointments, breaks, and other situations that interfere with the mission. Remember soldiers take the initiative when the example is set. All appointments will be brought to my attention at least 2 days prior, emergencies are understood but they should be the exception rather than the rule. If you believe a soldier should receive time off, bring it to my attention. Keep me informed! Open communication is the key to success. 7. Maintenance of your equipment is essential to success of the mission. You will ensure that your vehicles are properly maintained and service (if any). Your soldiers will be licensed on all platoon equipment. You will strictly enforce SAFETY at all times by word of mouth and example. 8. As Noncommissioned Officers we have the authority to discipline our soldiers. Discipline takes many forms including: on the spot corrections, verbal counseling, formal counseling, corrective training and the commander/1SG can support us with other useful methods including revocation of privileges and if need be us of article 15 proceedings. My directives are simple: The only time I will recommend and article 15 is when all other attempts by squad leaders...
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...much did the rent get raised? Does this raise cause serious financial hardship? Would an AER loan help any? and if it would, would it get them out of trouble, or just prolong it? also I would have to consider that, if the wife is 8 months pregnant. She may already be under a lot of stress, and the current situation is not helping any. I would more then likely recommend that both the soldier and the spouse seek financial counseling. I would also want to know why the soldier is disputing the raise in rent. and does he have any legal backing that could help in this situation. I may also recommend the soldier take a copy of his lease to JAG to see if they can find something that may help the soldier out. I would also ensure the company commander and 1SG are aware of the situation as they also may have additional ideas that could help in this situation. Student Comments : Attached Files : Instructor Feedback Grade : 9.00 out of 10 Comments : Very good response, also have FRG and Chaplin visit wife to check on her and see that she is doing ok and if she needs any support as birth...
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...ANNEX A INITIAL COUNSELING FOR PSD 1. Use of Chain of Command: the Chain of Command consist of the Team Leader, Squad Leader, PLT Sergeant, PLT Leader, 1SG, and the Company Commander. Make sure it is used in this order. Never break the Chain of Command. 2. Open door policy: This works hand and hand with the Chain of Command. You will notify your Chain of Command when you feel you need to utilize the open door policy. 3. Military customs and courtesies: You will comply with all military customs and courtesies as outlined in AR 600-200. 4. Personal appearance: You will look like a professional at all times. You will be cleanly shaven and your uniform will be clean. You will attempt to keep your uniform as serviceable as possible. There is no excuse. You will conduct personal hygiene daily, especially after PT. 5. Sick call: You must report back to the company to notify your Chain of the Command of your medical status. If you have any questions on the time and where sick call is located then inquire through your Chain of Command. Let your Leader know you are going to sick call at least an hour before going. 6. Finance: If you have any questions or problems relating to your pay or finances, you must notify your Leader so the proper course of action can be taken. 7. Formation: You will not miss link up, convoy brief, or SP time, unless you have a legitimate excuse and you have notified your Chain of Command at least 30 minutes...
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...RECORD SUBJECT: CBRN SOP 1. CONCEPT: This SOP contains information and guidance from many sources. It is intended to simplify the task of learning CBRN room maintenance operations, provide a ready reference for CBRN room maintenance operations, and convey the commander’s intent concerning maintenance of equipment stored in the CBRN room. 2. PURPOSE: To establish procedures for the maintenance of equipment stored in the unit CBRN room. 3. APPLICABILITY: This SOP applies to all personnel assigned to the unit. 4. RESPONSIBILITIES: A. Company Commander: 1) Ensures assigned personnel follow procedures addressed in this SOP. 2) Ensures that all unit personnel and equipment are ready to perform their primary mission in a contaminated environment. 3) Includes CBRN Defense training as part of the overall training strategy for the unit. Commanders will analyze their mission...
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...(Cartoon slide) 2 DISCRIMINATION AND POWER There are 4 basic concepts that violate the Army’s EO/EEO policies. Q: Does anyone know what they are? A: Discrimination, Racism, Sexism, and Prejudice. Slide 3 OVERVIEW Have you ever been accused of sexism or racism. Remember what you said or did and try to look at it from the other persons side Slide 4 DEFINITIONS read slide Slide 5 CHARACTERISTICS OF DISCRIMINATION Overt – “Male only club” “Female only club” (curves) Hidden – Banks or other financial institutions which “red-line” certain areas for personnel or business loans. Direct – Sexual harassment Indirect – Placing a specific, unnecessary, requirement on a job or position would tend to eliminate groups who historically have had less educational opportunities than majority groups. Intentional – Racial slurs Unintentional –( how many people here are left handed?) Designing weapons to be fired operated from the right side. Slide 6 INSTITUTIONAL DISCRIMINIATION Slide 7 TWO TYPES OF RACISM 1. Generally minorities, who lack power and institutional support, cannot practice racism. They can, however, act out racist behaviors. 2. Institutional discrimination is also based on gender in some institutions. i.e; females in the infantry field. So if a group has power and institutional support then by definition they can practice racism Slide 8 WARNING VERY VERY OFFENSIVE Slide 9 SEXISM Like racism, it is difficult for women, who lack institutional support...
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...Leader’s Book NAME INSERT YOUR NAME UNIT INSERT YOUR UNIT PHONE # INSERT YOUR NUMBER Creed of the Noncommissioned Officer Creed of the Noncommissioned Officer No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. As a Noncommissioned Officer, I realize that I am a member of a time honored Corps, which is known as “The Backbone of the Army.” I am proud of the Corps of Noncommissioned officers and will at all times conduct myself so as to bring credit upon the Corps, the Military Service and my country regardless of the situation in which I find myself. I will not use my grade or position to attain pleasure, profit or personal safety. Competence is my watch-word. My two basic responsibilities will always be uppermost in my mindaccomplishment of my mission and the welfare of my soldiers. I will strive to remain tactically and technically proficient. I am aware of my role as a Noncommissioned Officer. I will fulfill my responsibilities inherent in that role. All soldiers are entitled to outstanding leadership; I will provide that leadership. I know my soldiers and I will always place their needs above my own. I will communicate with my soldiers and never leave them uninformed. I will be fair and impartial when recommending both punishment and rewards. Officers in my unit will have maximum time to accomplish their duties; they will not have to accomplish mine. I will earn their respect and confidence as well as those of...
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...What Makes an Army Leader Practical Exercise Student Handout Extracted Material from Task 158-C-1230 | |This student handout contains one page of extracted material from the following publication: | | |Task 158-C-1230, Apply the Ethical Decision Making Method at Small Unit Level | | | | | | |Disclaimer: The training developer downloaded the extracted material from the General Dennis J. Reimer Training and| | |Doctrine Digital Library (https://atiam.train.army.mil). The text may contain passive voice, misspellings, | | |grammatical errors, etc., and may not be in compliance with the Army Writing Style Program. | Apply the Ethical Decision Making Method at Small Unit Level 158-C-1230 Conditions: As a leader faced with a situation which requires you to make an ethical decision. Standards: Resolved the situation ethically by appropriately applying the Ethical Decision Making Method FM-1 FM 6-22 AR 600-100. Training and Evaluation Guide Performance Steps: 1. Clearly define the ethical problem. 2. Employ applicable laws and regulations. 3. Reflect on the ethical values and their ramifications. 4. Consider...
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...additional guidance on the Army Sexual Harassment/Assault Response and Prevention Program (para 1-4e(6)). o Clarifies the groups of personnel who must be informed of the Army’s accommodation of religious practices policies (para 1-4f). o Adds the categories “senior field grade officers,” “senior field grade warrant officers,” ”field grade warrant officers,” “company grade warrant officers,” “enlisted noncommissioned officers,” and “junior enlisted Soldiers” (table 1-1). o Adds policy that the senior commander is normally, but not always, the senior general officer at an installation (para 2-5b(4)(a)). o Adds policy for command responsibility for the Total Army Sponsorship Program (paras 2-5b(4)(a)16 and 2-5b(4)(c)8). o Clarifies policy on how Army command, Army service component command, and direct reporting unit commanders may request a permanent change of senior commander (para 2-5b(4)(g)1). o Clarifies policy for Army commanders in the grade of lieutenant general or above assuming command of Army installations as an exception to policy (para 2-5c(1)). o Clarifies policy regarding...
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...NCO-ER EVALUATION REPORT PREPARATION GUIDE 1. PURPOSE: To provide a simplified, easy-to-read, guide to preparing Noncommissioned Officer Evaluation Reports (NCO-ERs). The intent of this guide is not to replace the governing Regulation, AR 623-205. Rather, this guide will serve as a useful 'teaching' tool for young NCOs and officers. Users should still become familiar and comply with the provisions of AR 623-205. 2. APPLICABILITY: This guide applies to all Army NCOs, officers, and civilian personnel, as well as members of other services, who rate and senior rate Army NCOs. 3. SUGGEST IMPROVEMENTS: This is a one-time only publication and will be distributed electronically. Users may change it to meet the needs of their own installations/units and publish locally if desired. Hardcopies will not be distributed by PERSCOM. 4. TABLE OF CONTENTS: CHAPTER I PERFORMANCE COUNSELING Definition/requirement Page 2 How to Plan & Conduct Performance Counseling Page 3 CHAPTER II PREPARING AN NCO-ER Part I, Administrative Data Pages 4-6 Part II, Authentication Pages 6-7 Part III, Duty Description Pages 8-9 Part IV, Values/NCO Responsibilities Pages 9-13 Part V, Overall Performance and Potential Pages 14-15 Sample of Completed NCO-ER Pages 16-17 CHAPTER III RESPONSIBILITIES AND TIPS FOR RATING ...
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