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Case Study PackagesCDT Kelly Kingma reported her tactical NCO for unprofessional conduct. After several investigations, it was found that he photographed and filmed females without their knowledge and consent. He pled guilty to one charge and eight specifications of a violation of Article 120 of military law for "indecent acts." As a two time Ironman finisher there is no doubt Cadet Kelly Kingma is "tough." Throughout this two year ordeal the harsh criticism she received from her peers for reporting a competent and well liked career NCO for these unprofessional acts bothered her most. She is sharing her story to help leaders understand the importance of supporting those who come forward with an allegation of wrongdoing.
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SSG Bell describes a mission in Afghanistan when his Company was ambushed. The unit is moving toward an Afghan village together with their Afghan National Army comrades. While moving through a valley, they are ambushed and begin to withdraw. Two Afghan Soldiers are left behind, and one of them is wounded. SSG Bell spots them trying to move back under fire.
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1SG Ernie Kurica has an unknown criminal in his ranks, and that Soldier has removed a 9mm pistol from the Company Armsroom. After locking down the Company, questioning suspects, and checking paperwork, 1SG Kurica and his Commander must make a decision: Choose to pursue justice knowing that weapon may never be seen again or pursue recovery of the weapon by offering amnesty, and let the criminal walk.
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SGT Dee talks about the close relationship Soldiers have after a deployment. He describes his reluctance to correct Soldiers that he is close to, but he understands the need to demonstrate the proper Respect. SGT Dee describes what this Respect looks like off duty.
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After raiding a house in Iraq, CPT Dan Baringer faced a significant challenge finding the proponent for enemy activity in a local neighborhood. He suspected a young local national of the insurgent activity but lacked the necessary proof to know for sure. The boy looked fourteen or fifteen years old, but CPT Baringer's intuition told him that there was more to the boy's story than the information being shared with him from other local nationals. His unit's policy for detainees was that they could not hold or process a detainee under the age of sixteen. After calling back to his battalion TOC, CPT Baringer was told that he could bring this person back but, "there were going to be repercussions in the community and back at the unit.
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SFC Thompson talks about being asked to drive for a re-supply mission just before she redeployed. She agrees to the task. While on the way to the supported unit, the convoy is ambushed. One of the Turkish trucks is on fire and the driver is standing in the kill zone screaming for help. SFC Thompson is driving precious cargo and is ordered to "push through."
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Ms. Ellen Helmerson serves in the Senior Executive Service as the Deputy Chief of Staff for G1/4, U.S. Army Training and Doctrine Command Fort Eustis, Virginia. She began her career as a summer hire clerk typist over 32 years ago. She is sharing her thoughts on the importance of Army Civilians in the Army Profession.
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Upon entering the Army in 1998, Ms. Stoetzel, who is now an Army Civilian, said that the Esprit de Corps, the Trust, and the camaraderie among the Soldiers in her unit was extraordinary. After six years with the 82ndAirborne Division, she was moved to a new unit and said the atmosphere was not at all the same.
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Army Professionals should be able to expect predictability and stability from their leaders, but at times, Soldiers are thrown "under the bus" by toxic leaders who do not wish to be held accountable for errors or mistakes.
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Going through some rough times after a divorce, SGT Borja turned to drinking to cope. His battle buddies knew his every move and recognized that something wasn't quite right, which led SGT Borja one step in the right direction to recovery.
In September of 2005, Marines of Kilo Company, 3rd Battalion, First Marine Division manned Forward Operating Base 'Sparta' in the Anbar Province of Iraq near the town of Haditha; an area known to harbor insurgents. This was the company's third deployment having participated in the Invasion of Iraq in 2003 and the battle for Fallujah in 2004.
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I had just taken command of my company two months into our deployment to Iraq. The outgoing commander had reached his 18 month-mark, and it was time for him to move on.
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"During my last deployment, I saw leaders deal with a range of emotions during some tough situations. Good leaders always overcame their emotions and maintained the higher road. I believe their sense of honor allowed no less. I know, if permitted, emotion influences rational decision making; however, honor will always trump emotion."
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From 2004 through 2006 I served as a company commander in a recruiting battalion in Southern California. Before arriving, I had no idea what recruiting conditions were like in the area and reality came as a shock.
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We had an incredibly rough start. We lost four men before we began to feel more settled and secure in our assigned sector. We learned the enemy's tactics and became familiar with the area. As violent conflicts and non-battle related incidents decreased, our spirits began to rise.
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In Ad-Dawr, Iraq, where there had been heavy insurgent activity in the last month, Soldiers on patrol observed an adult male walking by himself after curfew near the center of town. Though an interpreter, the platoon leader ordered the man to halt, but he continued to walk away.
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1LT White was an energetic, hard-charging officer who was a great asset to our unit. Our job required strong teamwork and leadership in order to get troops and equipment deployed to war in a timely and safe manner.
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"Our values, our ethics, and our honor separate us from the insurgents and make us different from them? If you don't want to be treated like an insurgent, then don't act like one."
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While serving as a chaplain in a combat support hospital (CSH), the executive officer (XO) assigned me as a 15-6 investigating officer. The focus of the 15-6 investigation was a warrant officer who was required to sign for the entire 296-bed CSH.
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